Wildland Fire Incident Management Field Guide · Wildland Fire Incident Management Field Guide 5...

A publication of the

National Wildfire

Coordinating Group

Wildland Fire

Incident Management

Field Guide

PMS 210 January 2014

NFES 002943

Wildland Fire Incident

Management Field Guide

January 2014

PMS 210

NFES 002943

Sponsored for NWCG publication by the NWCG Operations and Workforce Development

Committee. Comments regarding the content of this product should be directed to the Operations

and Workforce Development Committee, contact and other information about this committee is

located on the NWCG Web site at http://www.nwcg.gov. Questions and comments may also be

emailed to [email protected].

This product is available electronically from the NWCG Web site at http://www.nwcg.gov.

Printed copies may be ordered from the Great Basin Cache, National Interagency Fire Center,

Boise, ID. For ordering procedures and costs, please refer to the annual NFES Catalog Part 2:

Publications posted at http://www.nwcg.gov/pms/pubs/catalog.htm.

Previous editions: 2013. The 2013 edition replaced PMS 410-1, Fireline Handbook, NWCG

Handbook 3, March 2004.

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Wildland Fire Incident Management Field Guide 5

PREFACE

The Wildland Fire Incident Management Field Guide is a revision of what used to be called the

Fireline Handbook, PMS 410-1. This guide has been renamed because, over time, the original

purpose of the Fireline Handbook had been replaced by the Incident Response Pocket Guide,

PMS 461. As a result, this new guide is aimed at a different audience, and it was felt a new name

was in order.

0BPurpose

The Wildland Fire Incident Management Field Guide states, references, or supplements wildland

fire incident management and operational standards established by the National Wildfire

Coordinating Group (NWCG).

1BRelationship to the Incident Response Pocket Guide and

Emergency Responder Field Operations Guide

This field guide contains some information that is duplicated in the Incident Response Pocket

Guide (IRPG) and the Department of Homeland Security, Federal Emergency Management

Agency (FEMA), National Incident Management System Emergency Responder Field Operating

Guide (ERFOG), but the documents have different purposes and user groups. This field guide is

the standard NWCG incident management reference guide. The IRPG is the “wildland fire job

aid and training reference for operational personnel from Firefighter Type 2 through Division

Supervisor and Initial Attack/Extended Attack Incident Commander,” and is primarily an initial

responder’s tool. The ERFOG “provides guidance designed to assist emergency response

personnel in the use of the National Incident Management System (NIMS) Incident Command

System (ICS) during incident operations” and is primarily a Command and General Staff tool.

2BRevision Process

This field guide will be revised every 5 years. To recommend changes to the document, contact

your agency representative on the Operations and Workforce Development Committee (OWDC).

Information about this committee is located on the NWCG Web site at http://www.nwcg.gov.

The field guide is available electronically and is formatted for printing on standard 8½ x 11-inch

paper.


6 Wildland Fire Incident Management Field Guide


TABLE OF CONTENTS

PREFACE ....................................................................................................................................... 5

0BPurpose ........................................................................................................................................ 5

1BRelationship to the Incident Response Pocket Guide and Emergency Responder Field

Operations Guide ........................................................................................................................ 5

2BRevision Process ......................................................................................................................... 5

TABLE OF CONTENTS ................................................................................................................ 7

CHAPTER 1 – FIREFIGHTING SAFETY .................................................................................. 13

Risk Management ..................................................................................................................... 13

Tenets of a High Reliability Organization ................................................................................ 13

Wildland Fire Safety Culture .................................................................................................... 14

Wildland Fire Safety Principles ................................................................................................ 15

Clothing and Personal Protective Equipment ........................................................................... 15

Fatigue – Work and Rest........................................................................................................... 16

Nutrition and Hydration ............................................................................................................ 16

Driving Limitations ................................................................................................................... 17

Smoke Impairment of Roads: Assessment and Response ....................................................... 17

Carbon Monoxide Poisoning .................................................................................................... 19

Injury and Fatality Procedures .................................................................................................. 21

Serious Injury ........................................................................................................................ 21

Fatality .................................................................................................................................. 21

Burn Injury Procedures ............................................................................................................. 22

Night Operations ....................................................................................................................... 23

Personnel Transportation .......................................................................................................... 23

Firing Equipment ...................................................................................................................... 23

Chain Saws................................................................................................................................ 24

Incident-Generated Hazmat ...................................................................................................... 24

Media Access Guidelines .......................................................................................................... 25

General Policy ....................................................................................................................... 25

Guidelines ............................................................................................................................. 25

Safety Responsibilities of Wildland Fire Supervisors .............................................................. 27

General Responsibilities ....................................................................................................... 27

CHAPTER 2 – OPERATIONAL GUIDES .................................................................................. 29

Initial Attack ............................................................................................................................. 29


Definition of Initial Attack .................................................................................................... 29

Characteristics of an Initial Attack Incident (Type 4 And Type 5 Incidents) ....................... 29

Example of Initial Attack Organization (Type 4 Incident) ................................................... 30

Duties of an Initial Attack Incident Commander .................................................................. 30

Assessing Incident Progress .................................................................................................. 32

Updating Incident Status ....................................................................................................... 32

Fire Suppression Strategies ................................................................................................... 33

Initial Attack Safety Checklist .............................................................................................. 34

Extended Attack ........................................................................................................................ 35

Definition of Extended Attack .............................................................................................. 35

Characteristics of an Extended Attack Incident .................................................................... 35

Example of an Extended Attack Organization...................................................................... 36

Change From an Initial Attack Incident to an Extended Attack Incident ............................. 36

Control or Transfer to Type 2 Incident ................................................................................. 38

Extended Attack Safety Checklist ........................................................................................ 39

Large Fire Management Teams ................................................................................................ 40

Type 2 Organization ............................................................................................................. 40

Type 1 Organization ............................................................................................................. 40

Organization Chart for Type 1 and Type 2 Incidents ........................................................... 41

Area Command ..................................................................................................................... 41

Unified Command ................................................................................................................. 41

Transfer of Command ............................................................................................................... 42

Incident Commander Briefing .............................................................................................. 42

Incident Commander’s Checklist .......................................................................................... 43

Agency Administrator(s)’ Responsibility for the Transfer of Command and Release of

Incident Management Teams ................................................................................................ 43

Transfer of Authority ............................................................................................................ 44

Agency Administrator Briefing ............................................................................................ 44

Release of an Incident Management Team ........................................................................... 45

Urban Interface ......................................................................................................................... 46

Wildland/Urban Interface “Watch Out” Situations .............................................................. 46

Identification of Reduced-Risk Structures and Communities .............................................. 46

Structure Triage Guidelines .................................................................................................. 47

Structure Assessment Checklist (if Time Permits) ............................................................... 48

Structure Protection Guidelines ............................................................................................ 50


CHAPTER 3 – POSITION RESPONSIBILITIES ....................................................................... 53

Command and General Staff ..................................................................................................... 53

Organization Chart ................................................................................................................ 53

Position Checklists ................................................................................................................ 54

Operations ................................................................................................................................. 58



Air Operations ....................................................................................................................... 64


Helispot Location and Construction ..................................................................................... 74

Principles of Retardant Application ...................................................................................... 75

Planning .................................................................................................................................... 76



Planning Process ................................................................................................................... 89

Demobilization ...................................................................................................................... 89

Logistics .................................................................................................................................... 90



Logistics Guidelines.............................................................................................................. 99

Factors to Consider When Locating and Laying Out an Incident Base or Camp ............... 101

Finance/Administration........................................................................................................... 102

Organization Chart .............................................................................................................. 102

Position Checklists .............................................................................................................. 103

CHAPTER 4 – REFERENCE .................................................................................................... 109

Portable Pumps and Hydraulics .............................................................................................. 109

Formula for Determining Pump Pressure ........................................................................... 109

Reminders for Using Portable Pumps and Hose Lays ........................................................ 110

Drafting Guidelines ............................................................................................................. 110

Expected Output of Commonly Used Portable Pumps at Sea Level .................................. 110

General Rules for Fireline Hydraulics ................................................................................ 111

Friction Loss by Hose Size and Type ................................................................................. 112

Pump Pressures for 50-psi Nozzle Pressure........................................................................ 113

Pump Pressures for 50-psi Nozzle Pressure........................................................................ 114


Pump Pressures for 50-psi Nozzle Pressure (Continued) ................................................... 115

Foam ....................................................................................................................................... 116

Foam Use ............................................................................................................................ 116

Foam Mixture Rates ............................................................................................................ 116

Foam for Direct Attack ....................................................................................................... 117

Foam for Indirect Attack ..................................................................................................... 117

Foam for Mop Up ............................................................................................................... 117

Foam for Exposure Protection ............................................................................................ 117

Foam Safety ........................................................................................................................ 118

Use of Fireline Explosives ...................................................................................................... 118

Advantages .......................................................................................................................... 118

Disadvantages ..................................................................................................................... 118

Hazmat Checklist for Incident Base Management .................................................................. 119

Use of Inmate Crews ............................................................................................................... 120

Production Tables ................................................................................................................... 121

Sustained Line Production Rates of 20-Person Crews in Feet per Hour* .......................... 121

Sustained Line Production Rates of 20-Person Crews in Feet per Hour* .......................... 121

Sustained Line Production Rates of 20-Person Crews in Chains per Hour* ...................... 122

Sustained Line Production Rates of 20-Person Crews in Chains per Hour* ...................... 122

Line Production Rates for Initial Action by Hand Crews in Chains per Person per Hour . 123

Line Production Rates for Initial Action by Engine Crews in Chains per Crew per Hour . 124

Fireline Explosives Production Comparisons ..................................................................... 125

Dozer Fireline Construction Rates (Single Pass) in Chains per Hour ................................ 126

Dozer Fireline Construction Rates (Single Pass) in Chains Per Hour (Continued) ............ 127

Tractor Plow Fireline Production Rates in Chains per Hour .............................................. 128

Interagency Crew Qualifications and Equipment Standards .................................................. 129

Minimum Crew Standards for National Mobilization ........................................................ 129

NWCG Engine and Water Tender Typing (Minimum Requirements) ............................... 130

Common Additional Needs for Engines and Tenders (Request As Needed) ..................... 131

Air Tankers ......................................................................................................................... 132

Helicopters .......................................................................................................................... 132

Other References ..................................................................................................................... 133

Clear-Text Guide ................................................................................................................ 133

Clear-Text Guide (Continued) ............................................................................................ 134


ICS Map Display Symbols.................................................................................................. 135

ICS Map Display Symbols (Continued) ............................................................................. 136

Conversion Factors for Map Scale ...................................................................................... 138

Formula for Area and Circumference of a Circle ............................................................... 138

Acreage Determination Factors .......................................................................................... 139

Conversion Factors ............................................................................................................. 142

Conversion Factors (Continued) ......................................................................................... 143

Incident Command System Forms ...................................................................................... 144

Resource Status Card .......................................................................................................... 145

Distances and Formulas for Estimating Fire Size ............................................................... 146

What the Color and Column of Smoke May Mean ............................................................ 147

Fire Suppression Interpretations from Flame Length ......................................................... 148

Wildland Fire Risk and Complexity Assessment ............................................................... 149

Indicators of Incident Complexity ...................................................................................... 153

ACRONYMS .............................................................................................................................. 155


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Chapter 1 – Firefighting Safety 13

CHAPTER 1 – FIREFIGHTING SAFETY

Firefighter and public safety is the first priority of the wildland fire management program

and must always take precedence over property and resource loss.

RISK MANAGEMENT

The wildland fire environment possesses inherent hazards that can result in harm to firefighters

engaged in fire operations. Therefore, sound risk management is the foundation for all fire

management activities. Risk management is defined as the process whereby management

decisions are made and actions taken concerning the control of hazards and acceptance of

remaining risk. The risks involved with any fire activity must be identified, assessed, and

mitigated (or eliminated) when possible and practicable. The remaining risk must be considered

acceptable to everyone involved and be weighed against the potential benefit during the

management decision of continuing or discontinuing the activity. We practice risk management

to minimize firefighters’ exposure to inherent hazards in fire operations while still accomplishing

management objectives.

The five-step risk management process is outlined in the IRPG.

Step 1 – Establish situation awareness.

Step 2 – Identify hazards and benefits and assess the risk.

Step 3 – Control, mitigate, or eliminate hazard.

Step 4 – Make go/no-go decision based on acceptability of remaining risk.

Step 5 – Evaluate effectiveness of hazard controls and continuously reevaluate.

TENETS OF A HIGH RELIABILITY ORGANIZATION

Wildland firefighting is described as a “high reliability organization” (HRO) in the book

Managing the Unexpected, by Karl Weick and Kathleen Sutcliffe. The term “high reliability

organization” came from researchers who studied the operations and culture of organizations that

routinely operate in high risk environments yet endure less than their fair share of accidents.

The tenets of an HRO serve as foundational practices that firefighters at all levels should

promote and model. They include:

• Preoccupation With Failure – Identify and report all close calls, near misses, and

unexpected outcomes. They may be symptomatic of a problem with the system and could

lead to a serious accident if several separate small errors coincide.

• Reluctance to Simplify – Invite skepticism to common practices, question standards and

procedures, and reconcile diverse opinions.

• Sensitivity to Operations – Be vigilant to the early detection of small errors, especially

on the fireline. SPEAK UP if you see potential hazards or anything that seems

unexpected. Make continuous adjustments to operations that prevent errors from

accumulating.

14 Chapter 1 – Firefighting Safety

• Commitment to Resilience – Think ahead and ask “what if” questions. Always consider

the worst-case scenario. Identify seemingly small errors and find solutions to unexpected

problems. Maintain the capacity for dealing with new or changing circumstances.

• Deference to Expertise – Allow decisions to be made by those with the most expertise,

not necessarily the one with the most experience or highest rank. Promote and cultivate

diversity of thought, and express your opinion.

WILDLAND FIRE SAFETY CULTURE

The wildland fire safety culture promotes the concept of organizational learning. Firefighters at

all levels should view close calls, near-misses, and/or unintended outcomes as an opportunity to

collectively better our understanding of the systematic conditions in which we operate. By

openly reporting and examining these events, we gain valuable knowledge of previously

unrecognized risks and conditions that lend themselves to potential risks before a serious

accident occurs. The tenets of an HRO are predicated on an organizational “safety culture” that

strives to identify and minimize previously unrecognized risk through collective organizational

learning. The four critical subcomponents of a safety culture outlined in James Reason’s

Managing the Risks of Organizational Accidents include:

• Reporting Culture – Firefighters at all levels should report, openly or anonymously, all

critical or near miss incidents through SAFENETs, SAFECOMs, or Activity Logs (ICS

214) even if they entail reporting firefighters’ own errors. Supervisors should, as far as

practicable, separate the collection of information and analysis of reports for safety

purposes from any law enforcement investigation or disciplinary proceedings that may

follow a serious accident.

• Just Culture – Fire Management should promote an atmosphere of trust where people

are encouraged to provide essential safety-related information, yet draw a clear line

between acceptable and unacceptable behavior.

• Flexible Culture – Firefighters at all levels are encouraged to adapt to changing

conditions and are given the latitude to exercise judgment. They should be technically

proficient in their job but never assume they are prepared for all contingencies. Expect

the unexpected and react accordingly.

• Learning Culture – Firefighters should seek continuous, collective improvement in

wildland fire safety by observing conditions at all levels of the organization that may lead

to potential risks. They should report and help create safety mitigations that can prevent

future occurrences.


WILDLAND FIRE SAFETY PRINCIPLES

Following a systematic risk management process, along with adherence to common safety

principles and the willingness to identify and report potentially hazardous conditions, are the

foremost responsibilities of every firefighter, supervisor, and administrator at all operational

levels.

Most of the common fire safety principles for wildland fire operations are found in the

Incident Response Pocket Guide (IRPG) which should be carried by all operational

firefighters on the fireline. These safety principles should be understood at all levels of

command. They include but are not limited to:

• Risk Management Process

• Look Up, Look Down, Look Around

• Standard Firefighting Orders

• Watch Out Situations

• Lookout(s), Communication(s), Escape(s), and Safety Zone(s) (LCES)

• Safety Zone Guidelines

• Downhill Line Construction Checklist

• Communication Responsibilities

• First Aid Guidelines

CLOTHING AND PERSONAL PROTECTIVE EQUIPMENT

• All personal protective equipment (PPE) will meet or exceed agency policy.

• Wear flame-resistant clothing on the fireline and when flying in helicopters. Do not wear

clothing, even undergarments, made of synthetic materials, which can burn and melt on

your skin. Roll your sleeves down to the wrist.

• Flame-resistant clothing should be cleaned or replaced whenever soiled, especially when

soiled with petroleum products. Flame-resistant clothing will be replaced when the fabric

is so worn as to reduce the protection capability of the garment, or is so faded as to

significantly reduce the desired visibility qualities. Yellow long-sleeved aramid shirts are

required for national mobilization.

• Wear a hard hat and leather gloves while on the fireline.

• Personnel assigned to wildland fires must wear a minimum of 8-inch-high, laced-type

exterior work boots, with Vibram-type, melt-resistant soles. The 8-inch height

requirement is measured from the bottom of the heel to the top of the boot. Alaska is

exempt from the Vibram-type sole requirement.

• Use eye and face protection whenever there is a danger from material being thrown back

in your face.


• Determine and comply with host agency requirements regarding fire shelters on fireline

suppression assignments or follow your own agency’s requirements if they are more

restrictive.

• Use hearing protection when working with high-noise-level firefighting equipment, such

as helicopters, air tankers, chain saws, pumps, etc.

• When operating chain saws, sawyers and swampers will wear additional safety

equipment, including approved chaps, gloves, hard hat, and eye and hearing protection.

Swampers should wear chaps when the need is demonstrated by a risk analysis

considering proximity of the chain saw to the sawyer, and the slope, fuel type, etc.

• Face and neck protection (Nomex shrouds) are not required PPE. If issued, shrouds

should be deployed only in impending flash fuel or high-radiant heat situations and not

routinely worn throughout the operational period, due to an unacceptable increase in

physiological heat stress.

FATIGUE – WORK AND REST

• For adequate sleep and rest environment, plan to provide 1 hour of sleep or rest for every

2 hours worked. Monitor individuals for elevated levels of fatigue.

• When deviating from work/rest guidelines, the Agency Administrator or Incident

Commander (IC) must approve in writing.

NUTRITION AND HYDRATION

• A firefighter may burn 5,000 to 6,000 calories a day. These calories must be replaced to

help avoid fatigue and impaired judgment.

• Government-provided food should be primarily carbohydrates. The recommended ratio

of macronutrients is 60% carbohydrates, 10% protein, and 30% fat (less than 10% should

be saturated fats). Only macronutrients provide energy. During fireline assignments,

firefighters should try to eat 160 calories of carbohydrates per hour.

• On a normal fireline assignment, firefighters may need to replace 5-6 quarts of fluids a

day. Mix water with natural juices and sport drinks containing energy-restoring glucose

to help meet the 160 calories of carbohydrate per hour recommendation. It is important to

remember that each individual is different, and there are no recommendations that apply

to everyone exactly.


DRIVING LIMITATIONS

Drivers operating vehicles that require a Commercial Driver’s License (CDL) are regulated by

the Federal Motor Carriers Safety Regulations, Part 393.3, and any applicable state laws.

Operators must adhere to guidelines in NWCG memo dated February 6, 2004, or Department of

Transportation (DOT) regulations, whichever is more restrictive.

The February 6, 2004, NWCG memo on Interagency Driving Standards states: “These standards

address driving by personnel actively engaged in wildland fire or all-risk response activities,

including driving while assigned to a specific incident or during Initial Attack fire response

(includes time required to control the fire and travel to a rest location). In the absence of more

restrictive agency policy, these guidelines will be followed during mobilization and

demobilization as well. Individual agency driving policies shall be consulted for all other non-

incident driving.

1. Agency resources assigned to an incident or engaged in Initial Attack fire response will

adhere to the current agency work/rest policy for determining length of duty day.

2. No driver will drive more than 10 hours (behind the wheel) within any duty-day.

3. Multiple drivers in a single vehicle may drive up to the duty-day limitation provided no

driver exceeds the individual driving (behind the wheel) time limitation of 10 hours.

4. A driver shall drive only if they have had at least 8 consecutive hours off duty before

beginning a shift. Exception: to the minimum off-duty hour requirement is allowed when

essential to:

a. accomplish immediate and critical suppression objectives, or

b. address immediate and critical firefighter or public safety issues.

5. As stated in the current agency work/rest policy, documentation of mitigation measures

used to reduce fatigue is required for drivers who exceed 16-hour work shifts. This is

required regardless of whether the driver was still compliant with the 10-hour individual

(behind the wheel) driving time limitations.”

SMOKE IMPAIRMENT OF ROADS: ASSESSMENT AND RESPONSE

Smoke has the potential to cause severe safety hazards to vehicle traffic in the vicinity of active

fires, especially at night. Minimum Acceptable Vehicle (MAV) is the distance that includes the

necessary braking (stopping) distance required for the posted speed limit plus the normal

reaction distance that is covered before brakes are actually applied. When smoke from wildfires

impacts roads, the MAV should be determined and an immediate evaluation of environmental

conditions for fog formation should be completed. Also, the hours when these conditions

simultaneously occur need to be noted. In general, weather affects how smoke disperses on roads

in the following ways:

• Low surface wind speed (<7 mph or calm or light winds)

• Lack of cloud cover (<40%; clear skies facilitate rapid cooling)


• Rapid cooling at the ground surface (2 to 3 degrees per hour for 3 to 6 hours after sunset

or temperature is <70 °F)

• Relative Humidity (RH)

>70% in the presence of smoke will begin to severely reduce visibility,

>80% smoke-induced fog formation can be expected, and

>90% natural fog formation can be expected.

Even when smoke does not reach extreme levels, visibility on roads may be reduced and may

still be a safety hazard that requires a response and mitigation to protect personnel and the

public.

• When potential smoke-related problems are identified:

Advise the Agency Administrator that severe smoke conditions exist.

Implement preplanned actions, such as posting “smoke warning” signs.

Ensure proper equipment is ready and appropriate personnel are briefed on

contingency plans and are available to control traffic.

Notify local law enforcement units of the potential problem.

• Establish periodic patrols to monitor smoke-impacted areas.

• When smoke-related traffic problems occur, the first person on the scene must maintain

traffic control until relieved by someone else or the smoke or traffic problem no longer

exists. He or she should take immediate action, such as the following, to prevent injuries

and damage:

Establish control points on both sides of the impacted area.

Slow or stop traffic entering the area. Advise drivers of alternate routes.

Assign a person to keep a log of what actions are taken.

Ensure warning signs are in place and any other preplanned actions have been

implemented.

Notify personnel identified and equipped to direct traffic. Notify other local units

having responsibilities for traffic control.

Implement radio and television traffic advisories for the impacted area.

• Smoke moving unexpectedly into an area may be an indication of changing burning

conditions. All traffic should be excluded until this change can be evaluated.

• When smoke-related traffic accidents occur, fire personnel on the scene should:

Make all efforts to assist and protect people.

Notify, if necessary, appropriate medical units and request assistance.

Notify appropriate law enforcement units.

Provide additional personnel for traffic control, if necessary.


Notify Agency Administrator who may assign local safety and tort claims personnel

to the scene.

• Assign an individual (preferably a law enforcement official) to record facts about the

accident, including names, addresses, and statements of witnesses (if given willingly). At

a minimum, record license plate identification on all vehicles in the vicinity of the

accident. Coordinate efforts with local law enforcement personnel.

Fire personnel at accident scene, if questioned by someone other than law

enforcement officers, should only state that their involvement was in fire suppression

activities in the vicinity.

• Involved personnel should submit written reports of their actions and observations

immediately after being released from the accident scene.

CARBON MONOXIDE POISONING

Carbon monoxide (CO) is an odorless, tasteless, invisible gas by-product emitted from

combustion of forest and range fuels, internal combustion engines, and a variety of other sources.

In a wildfire, elevated concentrations of CO can coexist with smoke. Elevated concentrations of

CO have been associated with the following operational tasks: mop up, direct line construction,

and holding operations. Common symptoms of CO exposure are headache, nausea, rapid

breathing, weakness, exhaustion, dizziness, and confusion. If a firefighter experiences these

symptoms, the firefighter should notify his or her supervisor.

To manage CO exposure:

• Monitor workers, particularly pump and chain saw operators, for symptoms or behavior

associated with CO exposure.

Blood CO

Level

Symptom Behavior

Moderate Possible headache, nausea, and

increasing fatigue.

Increasing impairment of alertness,

vision discrimination, judgment of

time, and physical coordination.

Becomes increasingly complacent.

High Headache, fatigue, drowsiness,

nausea, vomiting, dizziness,

convulsions, cardiorespiratory

difficulty.

Above behavior becomes more acute

to extreme.

• Remove workers from work site to “CO-free areas” when performance and safety are

compromised by symptoms or behavior described above.

• When possible, select strategy and tactics that minimize worker exposure to smoke

concentrations (indirect attack). Expect higher CO concentrations in the following:

Near an active flame front and during smoldering phase of combustion.

Working around heavy equipment, especially in ground support.


Heavy smoke concentrations during inversions or areas downwind of the fire. Mop up

(prolonged exposure to low to moderate smoke level) can increase risk of

overexposure to CO and particulate matter.

Topographic features that concentrate smoke (head of canyon, ravines, saddles or

passes, depressions or basins).

• Periodically rotate workers from work sites with moderate to high smoke levels to areas

of less smoke or smoke-free areas.

• If necessary, order additional personnel to relieve crews assigned to high-smoke-level

areas.

• Instruct personnel to take breaks in smoke-free or low-smoke areas, when possible.

• Locate incident Base and Camp(s) in areas free of smoke and air pollution to maximize

recovery from CO exposure.

• Portable propane heaters are not to be used inside tents, yurts, or other enclosed spaces.

• Encourage smokers to terminate or reduce smoking during fire assignment. Smoking

significantly increases blood CO levels.

• Restrict workers from driving a vehicle if they display the symptoms or behavior outlined

above.

• Personnel who display the symptoms or behavior outlined above should be evaluated and

determined fit for duty before their next work assignment.


INJURY AND FATALITY PROCEDURES

Serious Injury

• Give first aid. Call for medical aid and transportation if needed.

• Do not release victim’s name except to authorities.

• Never broadcast victim’s name on the radio.

• Do not allow unauthorized picture taking or release of pictures.

• Notify IC, who will:

Assign a person to supervise evacuation, if necessary, and stay with the victim until

under medical care. In rough terrain, at least 15 workers will be required to carry a

stretcher.

Assign a person to get the facts and witness statements and preserve evidence until

investigation can be taken over by the Safety Officer (SOFR) or appointed

investigating team.

Notify the Agency Administrator.

Fatality

• Do not move the body unless it is in a location where it could be burned or otherwise

destroyed. Secure the accident scene.

• Do not release victim’s name except to authorities.

• Never broadcast victim’s name on air.

• Do not allow unauthorized picture taking or release of pictures.

• Notify the IC, who will:

Assign a person to start the investigation until relieved by an appointed investigating

team.

Notify the Agency Administrator and report essential facts. The Agency

Administrator will notify proper authorities and next of kin as prescribed by agency

regulations.

If requested, assist authorities in transporting remains. Mark location of the body on

the ground. Note location of tools, equipment, or personal gear.

Retain PPE as evidence.


BURN INJURY PROCEDURES

After onsite medical response, initial medical stabilization, and evaluation are completed, the

Agency Administrator or designee having jurisdiction for the incident and/or firefighter

representative (e.g., Crew Boss, Medical Unit Leader, Compensation-For-Injury Specialist, etc.)

should coordinate with the attending physician to ensure that a firefighter whose injuries meet

any of the following burn injury criteria is immediately referred to the nearest regional burn

center. It is imperative that action is expeditious, as burn injuries are often difficult to evaluate

and may take 72 hours to manifest themselves. These criteria are based upon American Burn

Association criteria as warranting immediate referral to an accredited burn center.

The decision to refer the firefighter to a regional burn center is made directly by the attending

physician or may be requested of the physician by the Agency Administrator or designee having

jurisdiction and/or firefighter representative.

The Agency Administrator or designee for the incident will coordinate with the employee’s

home unit to identify a Workers Compensation liaison to assist the injured employee with

workers compensation claims and procedures.

Workers Compensation benefits may be denied in the event that the attending physician does not

agree to refer the firefighter to a regional burn center. During these rare events, close

consultation must occur between the attending physician, the firefighter, the Agency

Administrator or designee, or firefighter representative, and the firefighter’s physician to assure

that the best possible care for the burn injuries is provided.

Burn injury criteria:

Partial thickness burns (second degree) involving more than 5% Total Body Surface Area

(TBSA).

• Burns (second degree) involving the face, hands, feet, genitalia, perineum, or major

joints.

• Third-degree burns of any size are present.

• Electrical burns, including lightning injury, are present.

• Inhalation injury is suspected.

• Burns are accompanied by traumatic injury (such as fractures).

• Individuals are unable to immediately return to full duty.

When there is any doubt as to the severity of the burn injury, the recommended action should be

to facilitate the immediate referral and transport of the firefighter to the nearest burn center.

A list of possible burn care facilities can be found on the NIFC Web site at:

http://www.blm.gov/nifc/st/en/prog/fire/im.html

For additional NWCG incident emergency medical information see the NWCG Web site at:

http://www.nwcg.gov/branches/pre/rmc/iems/index.html

http://www.blm.gov/nifc/st/en/prog/fire/im.html

http://www.nwcg.gov/branches/pre/rmc/iems/index.html


NIGHT OPERATIONS

Every effort shall be made to orient work crews scheduled for night operations during daylight

hours and provide adequate lights and communication. A knowledgeable day operations

representative should remain on site to properly orient and brief night operations crews,

particularly about line location and boundaries, predicted weather, fire behavior, terrain features,

hazards, and control problem areas.

PERSONNEL TRANSPORTATION

• Overhead should have a driver whenever possible.

• All passengers in vehicles must be seated and seatbelted with arms and legs inside

vehicle.

• Personnel and unsecured tools will not be transported together.

• Driver must be qualified for the vehicle and operating conditions. If not, remove them

from driving duties.

• When traveling to a fire, observe all traffic signals, speed limits, and safety rules.

• Driver should walk around vehicle to make sure all is clear before departure.

• Driver is responsible for arrangements to ensure that if chock blocks are provided, they

are in place before loading, unloading, or when parked.

• When transporting personnel, the driver shall not leave his or her seat until the vehicle is

securely chocked. NEVER load or unload personnel from an UNCHOCKED VEHICLE.

• Driver shall conduct a daily mechanical check of vehicle before driving. Unsafe

equipment should be removed from service and reported to the Ground Support Unit for

repair.

• Driver should use spotter outside of vehicle when backing or turning around.

• Driver should operate vehicles with headlights on at all times.

FIRING EQUIPMENT

• Only trained personnel should use firing equipment.

• Use only approved equipment and qualified personnel when firing from helicopters.

• Use no more than one part gasoline to three parts diesel (or heavier fuel) in flamethrower

or drip torches. Observe manufacturers’ recommendations.

• When operating ground-based firing equipment that uses jellied gasoline, to avoid back

splatter, do not direct the stream of burning material into the tops of nearby trees or tall

brush.

• Properly ground firing equipment when fueling.

• Maintain constant radio communications between the firing operation and other

appropriate fireline personnel.


CHAIN SAWS

• Stop engine when carrying, making adjustments, repairing, or cleaning a chain saw.

• Use bar guards when carrying saw in rough country.

• Cool chain saw engine before refueling. Fill on bare ground and move at least 10 feet

from fueling area before starting.

• Use proper safety equipment, such as chaps, gloves, hard hat, and eye and hearing

protection. Swampers should wear chaps when the need is demonstrated by a risk

analysis considering proximity to the sawyer, slope, fuel type, etc.

INCIDENT-GENERATED HAZMAT

Firefighters, supervisors, and agency representatives are not necessarily aware of the dangers of

transporting hazardous materials. Many of these materials, used frequently on the fire job, are

not considered hazardous by firefighters.

Petroleum products, especially gasoline, are prohibited from public-transportation vehicles

because of the obvious danger. Crews should not transport petroleum products inside enclosed

vehicles. Gasoline should be purged from all gas cans, chain saws, etc., before transport.

Other items, such as ignition devices, fusees, explosives, and mineral spirits, cannot be placed on

commercial aircraft or other public transportation.

Supply and Ground Support Unit Leaders should be well trained in handling hazardous materials

and should make provisions at the incident to ensure petroleum containers are purged and fusees

are left at the incident for safe return to the cache.

Supply and Ground Support Unit Leaders should be made aware of standard transportation rules

regarding hazardous materials. For instance, oxidants, such as fertilizer, should not be

transported with flammables. Be careful not to mix incompatible materials (for example,

ammonia should not be transported with chlorine). All packages must be clearly labeled

according to Department of Transportation (DOT) and Occupational Safety and Health

Administration (OSHA) standards. All packages and containers should also be checked

thoroughly for damage and leaks. Some spills can be more dangerous than expected.

Incident needs may require transportation of hazardous materials from Base or Camp to the

fireline. Basic knowledge of how to safely handle a variety of flammables, oxidants, cleaners,

etc., should be taught to all fire personnel.


MEDIA ACCESS GUIDELINES

General Policy

• It is the policy of Federal and state agencies to provide news media access to incidents,

including wildland fires and prescribed fires.

• Federal and state agencies are required to provide equitable and maximum news media

access to wildland fire incidents.

• For the purposes of these guidelines, news media representatives include print and

broadcast reporters, freelance print reporters, freelance videographers, and photographers.

• While the wildland firefighting agencies seek to provide safe access to incidents for news

media representatives, the ultimate responsibility for their safety lies with the individual

reporter and their employer.

Guidelines

Access

• Visits to the fireline must receive the approval of the IC or designated representative.

• News media representatives will be escorted by a person qualified as a Single Resource

Boss or other appropriate escort approved by the IC. The IC may delegate escort approval

authority to other incident personnel, such as the lead Public Information Officer (PIOF)

or appropriate local authority.

Personal Protective Equipment

• News media representatives will be required to wear PPE as outlined in this field guide

and in the Interagency Standards for Fire and Fire Aviation Operations (the “Red

Book”) when working on or near the fireline, and have an appropriate safety briefing.

PPE must meet National Fire Protection Association (NFPA) and National Wildfire

Coordinating Group (NWCG) standards. The required PPE is:

8-inch-high, lace-type work boots with nonslip, melt-resistant soles and heels

Aramid shirts

Aramid trousers

Hard hat with chinstrap

Leather gloves

Fire shelter

Water canteen

PPE may be provided by the fire organization if media representatives are unprepared.


Firefighter Training

• News media representatives are invited to join in basic firefighter courses with Federal

and state providers, if there is sufficient room for them. These courses are voluntary.

News media should be informed that attending the courses is not a guarantee of access or

an endorsement of safety accreditation, but rather is an opportunity for information and

education. Reporters can also be referred to authorized contract trainers or the academic

community for basic firefighter courses.

• NWCG member agencies will not administer the work capacity test to news media

representatives because of liability concerns.

“Shadowing” Fire Crews

• Personnel assigned to an incident will facilitate indepth coverage opportunities for

journalists. News media representatives requesting to “shadow” crews for more than one

operational period on the fireline or in the fire area must:

Wear PPE and understand how to use it in accordance with the direction in this field

guide.

Coordinate activities with the lead PIOF, who will communicate with the affected

Crew Boss, IC, and the Fire Management Officer at the crew’s home unit.

• It is strongly recommended that reporters requesting to shadow crews complete basic

firefighter training, including S-130 and S-190. If these courses have been taken in a

previous year, a current refresher course is recommended. News media representatives

must be able to affirm that they can walk in mountainous terrain, are in good physical

condition, and have no known physical limitations.

Red Cards in the Incident Command System

• News media representatives will not be issued Incident Qualification Cards or “red cards”

under the Incident Command System. The red-card system was designed for incident

personnel with specific duties for which they are trained and qualified, and not for

personnel not officially assigned to the incident.

Existing Laws and Policies

• These guidelines apply to all wildland fires and prescribed fires under Federal or state

jurisdiction, but are not intended to supersede existing tribal laws; state laws, such as

media access laws in California; or chain-of-command procedures applicant to military

crews.


Denial of Access

• Denial of access to fire camp, the fireline, or other related areas will be a rare occurrence.

News media access may be limited when the IC determines:

Safety of firefighters or others may be compromised. Considerations should be the

same as those for determining that conditions are unsafe for fire crews to be on the

fireline, including extreme fire behavior or expected change in the weather.

The presence of nonfire personnel compromises incident operations.

The presence of nonfire personnel compromises the integrity of an investigation.

A violation of security or privacy of incident personnel would occur.

• Federal and state agencies will support decisions regarding access by other jurisdictions,

such as a private landowner, tribal entity, or local law enforcement agency, such as when

the local law enforcement agency closes an area for evacuation purposes.

Reasons for denial of access should be documented by the lead PIOF and become part of

the Unit Log.

• News media aviation resources must determine and abide by airspace restrictions that

may be implemented by the Federal Aviation Administration (FAA) at the request of fire

managers.

SAFETY RESPONSIBILITIES OF WILDLAND FIRE SUPERVISORS

General Responsibilities

Personal actions describe safety more effectively than written plans or “rule books.”

Firefighters’ actions tell what they consider important. Model good safety habits and demand the

same from your subordinates.

Supervision of other firefighters includes the following tasks:

• Maintain accountability of assigned personnel’s exact location and general welfare at all

times, especially during incident operations.

• Set a personal example of safe behavior and enforce safe practices.

• Assign fireline assignments only to people who are properly qualified and physically fit

for the job.

• Evaluate firefighters’ physical and mental condition.

• Analyze work situations to eliminate or avoid hazards. Discuss safety at the beginning of

each shift or new work assignment.

• Become immediately involved whenever an injury occurs, and ensure that medical

treatment is provided in a timely manner.

• Monitor work to be sure it is done safely and efficiently.

• Monitor and enforce work/rest guidelines.


• Provide leadership in applying corrective action aimed at eliminating accidents and

instilling a safe work attitude.

• Protect employees from reprisal for reporting unsafe conditions.

REMEMBER: EACH INDIVIDUAL, AND ESPECIALLY SUPERVISORS, HAVE AND MUST RECOGNIZE

THEIR SAFETY RESPONSIBILITIES.

Chapter 2 – Operational Guides 29

CHAPTER 2 – OPERATIONAL GUIDES

INITIAL ATTACK

Definition of Initial Attack

Initial Attack is the actions taken by the first resources to arrive at a wildfire or wildland fire use

incident. Initial actions may be size up, patrolling, monitoring, holding action, or aggressive

Initial Attack. All wildland fires that are controlled by suppression forces undergo Initial Attack.

The kind and number of resources responding to Initial Attack vary depending upon fire danger,

fuel type, values to be protected, and other factors. Generally, Initial Attack involves a small

number of resources, and incident size is small. REGARDLESS OF FIRE TYPE, LOCATION, OR

PROPERTY OR RESOURCE, BEING THREATENED, FIREFIGHTER SAFETY WILL ALWAYS BE THE #1

PRIORITY.

Characteristics of an Initial Attack Incident

(Type 4 And Type 5 Incidents)

• Resources vary from a single resource (Type 5) to several single resources (Type 4),

possibly a single Strike Team or Task Force.

• Normally limited to one operational period, at least the containment phase. Mop up

and/or control may extend into multiple periods.

• Normally does not require a written Incident Action Plan (IAP). May use the ICS

Incident Briefing Form (ICS 201).

• The Initial Attack Incident Commander (ICT4 and ICT5) is responsible for performing

all Command and General Staff functions.

30 Chapter 2 – Operational Guides

Example of Initial Attack Organization (Type 4 Incident)

Duties of an Initial Attack Incident Commander

Upon Dispatch

Obtain as much of the following incident information as possible when dispatched to a wildland

fire:

• Fire location

• Other jurisdiction(s) involved

• Best access

• Size

• Values threatened

• Person reporting the fire

• Fuels involved

• Hazards

• Current fire weather information, based on latest fire weather forecast

• Landowner, if available

• Fire cause, if available

• Rate of spread


En Route to Incident

• Travel safely! Do not speed!

• Consider what you know about the area.

• Consider expected fire behavior.

• Consider whether observed fire weather matches forecasts.

• Consider whether to Request a Spot Weather Forecast.

Arriving On Scene

When Approaching the Scene

• Use caution when approaching the scene. Observe fire scene for "Look Up, Look Down,

Look Around” concerns.

• Watch for people leaving the area; take information that may assist with a fire

investigation.

• Identify best access routes into fire and escape routes; pass information on to incoming

resources.

Once On Scene

• Establish command of the fire.

• Establish a command organization, e.g., ICS.

• Advise Dispatch and onscene resources that you are on scene and assuming command.

• Provide Dispatch with a sizeup report

• Initiate risk management process. (Refer to the IRPG).

DO NOT CROSS THE FIRE’S HEAD UNLESS IT CAN BE DONE SAFELY!

• Ensure that access into the fire scene is kept open.

• Attempt to locate fire origin, and protect it.

• Account for all personnel and equipment that are already on scene.

• Review Initial Attack Safety Checklist.

• Using the information from the fire sizeup, develop incident objectives and fire

suppression strategies, and ensure that assigned personnel know them.

• Provide an initial briefing of resources at or arriving on scene using the briefing checklist

from the inside back cover of the IRPG.

• Make sure personnel understand their assignment before going to work.

• Ensure that all responders are wearing the appropriate PPE.

FIRES SHOULD BE FOUGHT AGGRESSIVELY, BUT SAFETY AND PROTECTION OF PERSONNEL AND

EQUIPMENT MUST BE THE TOP PRIORITY.


REMEMBER: STANDARD FIREFIGHTING ORDERS, LCES, AND WATCH OUT SITUATIONS

Assessing Incident Progress

• After resources have been deployed and suppression actions started, assess incident

progress and make any necessary changes to the IAP.

• Make sure all affected resources are advised of IAP changes.

• Assess whether incident size and complexity have reached a level where you are no

longer qualified as an IC. Review the Initial Attack Safety Checklist as needed or when

incident conditions change.

DO NOT HESITATE TO ASK FOR HELP!

Updating Incident Status

At the earliest opportunity, forward the following incident information to the agency Dispatch

(continue to keep Dispatch updated of any significant changes and progress on the fire):

• Actual location

• Size of fire

• Rate of spread

• Fire potential (how large will or may the fire get?)

• Anticipated control problems

• Estimated control time

• Values threatened

• Fuel type

• Topography

• Weather conditions (especially if different from initial report)

• Resources on scene

• Additional resource needs

• Resource released

• Cause (if known)


Fire Suppression Strategies

The strategy(s) used to control a fire depend on the rate of spread, intensity, spotting potential,

values at risk, size, type of available resources, and other factors. Anchor control lines to an

existing barrier such as a road, creek, burned area, etc., to minimize the chance of being flanked

by the fire. Suppression action(s) may include one or a combination of the following strategies:

Direct Attack

• Used when fire perimeter is burning at low intensity and fuels are light, allowing for safe

operation at the fire’s edge.

• Control efforts, including line construction, are done at the fire perimeter, which becomes

the control line.

• Unless special situations dictate otherwise, line construction will start from an anchor

point. KEEP ONE FOOT IN THE BLACK WHEN POSSIBLE.

Indirect Attack

• Used when a direct attack is not possible or practical.

• Fireline is located some distance from fire’s edge.

• Terrain, fuels, fire behavior, and available resources will dictate fireline placement.

• Burning out of indirect line is handled as a second phase of line construction.


Initial Attack Safety Checklist

Answer the following questions (repeat this checklist whenever there is a change in conditions

on the fire or a predicted change in fire conditions). If the answer is NO to any of the checklist

questions, you MUST take the appropriate corrective action(s) IMMEDIATELY.

Yes No Question

Does everyone (Dispatch and onscene resources) know who the Incident

Commander is?

Have you sized up the fire and established Incident Objectives?

Have you initiated the Risk Management Process? (See chapter 1, page 1)

Do you have a current fire weather forecast for fire location?

Is the observed fire weather consistent with the forecast?

Have you developed a plan to attack the fire (direct or indirect, anchor

points, priority areas)? Have you communicated this plan to all personnel

assigned to the fire, including new arrivals?

Can you control the fire with the resources available (onscene and en route)

under expected conditions?

Do you have a sufficient command organization in place?

Do you have a complete list of onscene and incoming resources?

Are Watch Out Situations and Standard Firefighting Orders being followed?

Are Lookouts in place or you can see all of the fire area?

Can you Communicate with everyone on the fire and with Dispatch?

Are adequate Escape routes and Safety zones established?

Will you control the fire before the next operational period?

Have you reported the fire’s status to Dispatch?

If the fire will not be controlled before the next operational period, have you

informed agency headquarters?

Do the fire size or complexities remain within your capabilities and

qualifications to manage the fire?


EXTENDED ATTACK

Definition of Extended Attack

Extended Attack is the suppression activity for a wildfire that has not been contained or

controlled by initial attack or contingency forces and for which more firefighting resources are

arriving, en route, or being ordered by the Initial Attack Incident Commander.

An Extended Attack Incident is the phase of the incident when Initial Attack capabilities have

been exceeded. This has a high potential for more serious accidents and injuries. All planned

actions must consider firefighter and public safety as the number one priority.

When complexity levels exceed Initial Attack capabilities, the appropriate ICS positions should

be added to the command staff commensurate with the complexity of the incident. Complexity is

usually Type 3; however complexity could be typed at any level.

Characteristics of an Extended Attack Incident

An Extended Response Incident is normally characterized by:

• Usually less than 100 acres in size; however, size is only one determining factor.

• Firefighting resources vary from several single resources to several Task Forces/Strike

Teams.

• The incident may be divided into divisions, but would not meet the Division/Group

Supervisor complexity.

• The incident is not expected to be contained and/or controlled in the first operational

period.

• Generally, a written IAP would not be needed or prepared.

• Some of the Command and General Staff functions, such as Operations, Planning,

Logistics, Safety, and Liaison, may be staffed.

• Staging Areas may be used and in some instances a small incident Base established.


Example of an Extended Attack Organization

General Staff positions filled as needed.

Change From an Initial Attack Incident to an Extended Attack Incident

Early recognition by the Initial Attack IC that the Initial Attack forces will not control a fire is

important. As soon as the Initial Attack IC recognizes that additional resources are needed or

knows additional forces are en route, the IC may need to withdraw from direct fireline

suppression and must prepare for an Extended Attack mode of operation.

The Initial Attack IC will perform the following duties when changing to an Extended

Attack Incident if all positions are not filled:

• Establish an Incident Command Post (ICP) and check-in location(s) to receive, brief, and

assign incoming resources.

• Use the Risk and Complexity Assessment to validate organizational needs.

• Follow the risk management process in the IRPG. Review and update regularly during

the incident.


• Employ strategy and tactics that will:

Follow the Standard Firefighting Orders.

Ensure Watch Out Situations are mitigated.

Ensure work/rest requirements are met.

Ensure entrapment situations are avoided.

• Determine and document incident objectives. Included in the objectives will be triggers

or decision points for disengagement.

• Complete and document incident complexity.

Type 3 or greater complexity incidents require an IC without collateral duties, such as

Logistics, Planning, or duty officer.

• Use an Incident Briefing Form (ICS 201) to:

Sketch a map of the fire and identify resource assignments.

Document the fire organization.

Keep track of all resources that are on scene, en route, and ordered.

Document strategy, tactics, and current actions.

• Review Extended Attack Safety Checklist.

• Keep Dispatch or other higher level officer informed of:

Status of the fire

Progress of the suppression effort

Additional resources needed

Weather conditions, especially changes

Special situations, such as values threatened, etc.

• As additional resources arrive:

Divide the fire into areas of responsibility, such as right and left flank or Division A

and Division B.

Assign individuals responsibility for these areas. At first these will usually be Single

Resources Bosses, but as multiple single resources arrive, consider aggregating them

into Task Forces with a Task Force Leader to reduce span-of-control (recommended

no more than 1:5) and increase suppression efficiency.

• As the incident continues to escalate, there may be a need to staff functional areas. These

may be staffed by personnel at the unit leader level or by individuals who can complete

the duties. Should the complexity require a fully qualified Section Chief, then the

transition to a Type 2 Organization should begin. Assign the following as needed:

A person to directly supervise the suppression efforts.

A person to begin assessing logistical needs, such as feeding, fuel, sleeping

arrangements, special equipment, etc.


A person to address incident planning needs:

Establish formal check-in and resource status.

Gather, record, and provide onsite information to firefighting personnel and

Dispatch.

Take onsite weather check, and obtain weather reports and forecasts.

Start written IAP, if required by IC.

Prepare maps.

A Liaison Officer (LOFR) is especially important in multiple agency or

jurisdiction incidents.

A Safety Officer (SOFR).

Control or Transfer to Type 2 Incident

At some point, the fire will be contained, controlled, or a decision will be made to transition to a

larger, more complex organization.

Key indicators as to when to make this transition are:

• Incident objectives will not be met.

• The fire will not be controlled in the first or next operational period.

• A written IAP will be needed for the next operational period.

• Logistical support is needed, such as an Incident Base or Camps to feed, sleep, and

supply personnel on the fire.

• There is a need to fill most or all of the Command and General Staff positions.

• Fire complexity exceeds capability of Extended Attack Organization.

If the Extended Attack IC follows the procedures identified above, the efficiency of the

suppression action will be optimized and the fire will either be controlled or the stage will be set

for a smooth transfer of command to the incoming Type 2 Organization.

The primary objective of all ICs is to provide for firefighter and public safety. Discharge of this

objective applies the appropriate suppression response. This objective may require transfer of

command. A measurable performance element with safety implications is the execution of this

transfer of command. Adequate staffing, ordering of needed resources, good planning, good

documentation, and quality briefings are all important elements of transfer of command.


Extended Attack Safety Checklist

After your initial sizeup of the fire and/or transition from an Initial Attack IC, answer the

following questions (repeat this analysis whenever there is a change in conditions on the fire or a

predicted change in fire conditions). If the answer is NO to any of the checklist questions, you

MUST take corrective action(s) IMMEDIATELY.

Yes No Question

Do you have a current fire weather forecast for the fire location?

Is the observed fire weather consistent with the forecast?

Can you control the fire with the resources available (on the incident or soon

to be on the incident) under expected conditions?

Have you developed a plan to attack the fire? Direct or indirect, anchor

points, escape routes, head or flank attack or priority areas. Have you

communicated the plan to all personnel assigned to the incident, including

new arrivals?

Are Lookouts in place or you can see all of the fire area?

Can you communicate with everyone on the fire and with Dispatch?

Escape routes are established. If you are using the black, is it completely

burned and without a reburn potential?

Safety and the Standard Firefighting Orders are being followed?

Will you control the fire before the next operational period?

Have you reported the status of the fire to Dispatch?

Do you have a complete list of what resources have been ordered for the fire?

Are cost-share issues present?

Have all personnel on the fire been informed of the transition to an Extended

Attack Incident and any change of plans?

Fire complexity has exceeded management capability of Extended Attack

Organization.

Has this transition of command been documented in writing and through

Dispatch?


LARGE FIRE MANAGEMENT TEAMS

Type 2 Organization

A Type 2 Organization is the first level at which most or all of the Command and General Staff

positions are activated and are filled by a Type 2 Incident Management Team (IMT). The IC and

Command and General Staff must function as a team, handling many aspects, such as:

• Supervising a large organization.

• Planning during multiple operational periods.

• Gathering information to develop a written IAP.

• Providing logistical support, including the establishment and operation of a Base and

possibly Camps.

Type 1 Organization

The primary difference between a Type 1 and Type 2 Organization is a matter of size and

complexity. The factors that affect the decision to go to a Type 1 Operation are variable and

depend to a large extent upon the needs and policies of the agency or agencies involved. The

Type 1 Organization has all the characteristics of a Type 2 Organization plus:

• All Command and General Staff positions are filled with Type 1 qualified people.

• The number of divisions or groups may require that Branches be activated to address

span-of-control needs.

• Operations personnel often exceed 500 people per operational period, and total personnel

on the incident usually exceed 1,000.

• Aviation operations often involve several types and numbers of aircraft.


Organization Chart for Type 1 and Type 2 Incidents

Remember: Fill only those positions needed.

Area Command

Area Command is an expansion of the incident command function. It is designed to manage a

very large incident that has multiple IMTs assigned. These teams may be established any time

the incidents are close enough that oversight direction is required. This is to ensure that resource

allocation conflicts do not arise among the IMTs.

The functions of Area Command are to coordinate:

• Objectives that conflict between incidents

• Strategies that conflict between incidents

• Priorities for the use of critical resources allocated to the incident or incidents assigned to

the Area Command

The organization is normally small, with personnel assigned to Command, Planning, Aviation,

and Logistics.

Unified Command

A representative from each of the involved agencies with jurisdiction authority shares command,

and at times, other functions. Collectively, they direct the management of the incident to

accomplish common objectives. Unified Command may be at the IMT or Area Command level.


TRANSFER OF COMMAND

A continuous command presence must be maintained on all incidents until all resources are

released. Command of incidents, and some or all personnel in the incident management

organization, may change one or more times as the incident changes in size or complexity, if it is

of long duration or it changes jurisdiction(s). A briefing that captures all essential information for

continuing effective command of the incident and provides for firefighter and public safety must

occur before transfer of command. This information should be recorded and displayed for easy

retrieval and subsequent briefings.

The transfer of command authorities for an incident must be as efficient and orderly as possible.

The IC and his or her organization shall remain in charge of the incident until the incoming IC

and his or her personnel are briefed by their counterparts and, where one is required, a delegation

of authority has been signed.

Many safety problems emerge as an incident becomes larger and/or more complex. Incident

transfer of command historically has been one of the most dangerous phases of incident

management. Incidents should transfer command at a specific time, preferably at the start of a

new operational period. The operational effort should continue during transfer period with

command and control of the incident firmly in place, and with clear, achievable, and sound

strategy and tactics communicated to and implemented by all firefighting resources.

Incident Commander Briefing

The outgoing Incident Commander must brief the incoming IC upon his or her arrival. The

incoming IC should not assume command until thoroughly briefed and an exact time of

command transfer is determined. If the incoming IC is arriving with a team, his or her team

members may also attend the briefing. Likewise, if the outgoing IC has a team in place, those

team members may also attend the briefing. After the briefing, incoming team members will start

phasing into their areas of responsibility, but will not assume control until the predetermined

time as agreed upon by the incoming and outgoing ICs. Notification of transfer of command

must be immediately communicated to ALL firefighting resources, affected dispatch office(s),

and Agency Administrator(s) through radio communication and/or verbal briefing.


Incident Commander’s Checklist

The incoming IC, at all levels of complexity, should address the following items before he or she

assumes command of an incident:

• Jurisdiction(s) responsible for the incident.

• Name, location, and radio contact of current IC(s).

• Agency Administrator(s) objectives for the incident.

• Current status of the incident and resources.

• Current map(s) of incident.

• Fuel and weather conditions; current, predicted, variations from normal (described in

terms of expected fire behavior).

• Fire history of the incident area, including any unusual or potentially unusual fire

behavior.

• Firefighter and public safety and safety concerns.

• Other agencies on the incident and their representatives.

• Transportation routes to and from the incident.

• Date and time for transfer of command.

• Primary contact for coordination and support.

• Radio frequencies assigned to incident.

• Necessary releases of any assigned resources.

• Reporting requirements (situation updates to Dispatch, Agency Administrator(s), ICS

209, etc.).

• Resource ordering protocols.

• Other (use of trainees, public information).

Agency Administrator(s)’ Responsibility for the Transfer of Command and

Release of Incident Management Teams

The following guidelines are for the orderly transfer of command of fire management authorities

to incoming ICs and their teams as well as their release. Agency Administrator(s) always

maintain responsibility for the incident. Some information will need to be in writing and some

may be verbal.


Transfer of Authority

• The IC in place is in charge until officially released. Release should not occur until

incoming IC and team members are briefed by their counterparts and ready to take full

command of incident.

• The operational effort should continue during the transfer period, with command and

control of the incident firmly in place, and with clear, achievable, and sound strategy and

tactics communicated to and implemented by all firefighting resources. As a general rule,

command transfer should occur at the end of an operational period.

• The requesting unit should specify the expected time of arrival and expected time of

transfer of command to the incoming team.

• The current IC should contact the local Agency Administrator in advance for location and

time for Agency Administration briefing.

• The requesting agency should accomplish the following before the arrival of the

incoming team:

Make contact with incoming IC before his or her arrival. Give IC an update on

progress of fire and inquire if there are any special needs for the team.

Determine ICP, Base, and Staging Area locations.

Order support equipment, supplies, and initial basic support organization for the

incident.

Determine transportation needs of the team, and obtain needed vehicles.

Schedule the Agency Administrator briefing time and location.

Obtain necessary information for the Agency Administrator briefing.

Obtain necessary communications equipment and support for the incident.

• It is the responsibility of the jurisdictional Agency Administrator(s) to ensure that, where

required, the Wildland Fire Decision Support System (WFDSS) is used.

• The existing IC at the ICP should brief the incoming IC and team. The time of transfer of

command will depend upon incident complexity, expertise of the existing team, and/or

other problems.

• Complete a written Delegation of Authority, per agency policy, for the incoming IC to

review.

Agency Administrator Briefing

An Agency Administrator briefing should take place as soon as the incoming team is completely

assembled.


Release of an Incident Management Team

The Agency Administrator must approve the date and time for the release of an IMT. The

outgoing IC should start phasing in the incoming team members before demobilizing outgoing

team members.

• The outgoing team should not be released from the incident until fire management

activity and workload is at a level that the incoming team can reasonably assume. Some

considerations to assist in this determination are:

A transfer of command plan should be prepared for the incoming IMT by the team

being released.

Fire should be controlled or mopped up to a specified standard.

Unneeded resources have been released.

Base or Camp is reduced or being shut down.

Planning Section Chief has prepared a final copy of the fire report and narrative.

Finance/Administration Section Chief should have known finance problems resolved.

Contact should be made with agency fiscal personnel.

Resource rehabilitation work is completed or to a point where the agency is satisfied

with assuming remaining work.

Overhead performance ratings are completed.

• The departing team should have an internal debriefing session before meeting with the

Agency Administrator.

• The Agency Administrator should debrief the departing team and prepare a written

evaluation as soon as possible after release, according to agency policy.


URBAN INTERFACE

Wildland/Urban Interface “Watch Out” Situations

• Poor access and narrow, one-way roads

• Bridge load limits

• Wooden construction and wood shake roofs

• Power lines, propane tanks, and HazMat threats

• Inadequate water supply

• Natural fuels 30 feet or closer to structures

• Structures in chimneys, box canyons, narrow canyons, or on steep slopes (grade 30% or

more)

• Extreme fire behavior

• Strong winds

• Evacuation of public (panic)

• Underground utilities threat

• Structural collapse zone when structures are exposed to fire

• Smoke byproducts often laced with chemical compounds not found in pure wildland fires

Structures exposed to wildland fire in the urban interface can and should be considered as

another fuel type. Sizeup and tactics should be based upon fuels, weather, and topography, just

as they would be applied to a wildland fire.

Identification of Reduced-Risk Structures and Communities

Ask local fire departments, emergency management offices, and/or law enforcement agencies to

what extent their communities are fire adapted. Fire adapted communities have undertaken

strategies to mitigate fire risk so that should a wildfire impact a community, the community

sustains minimal damage. Fire-adaption strategies include Firewise Communities and “Ready,

Set, Go!” programs, as well as other individual and community actions to reduce risk. Request

copies of plans and maps to assist in planning and preparing for protecting the community from

wildland fire.


Structure Triage Guidelines

Defensible – Prep and Hold

• Determining Factor: Safety zone present.

• Sizeup: Structure has some tactical challenges.

• Tactics: Firefighters are needed onsite to implement structure protection tactics during

fire front contact.

Defensible – Standalone

• Determining Factor: Safety zone present.

• Sizeup: Structure has very few tactical challenges.

• Tactics: Firefighters may not need to be directly assigned to protect the structure as it is

not likely to ignite during initial fire front contact. However, no structure in the path of a

wildfire is completely without need of protection. Patrol after the passage of the fire

front will be needed to protect the structure.

Non-Defensible – Prep and Leave

• Determining Factor: NO safety zone present.

• Size up: Structure has some tactical challenges.

• Tactics: Firefighters are not able to commit to stay and protect the structure. If time

allows, rapid mitigation measures may be performed. Set a trigger point for a safe

retreat. Remember preincident preparation is the responsibility of the homeowner. Patrol

after the passage of the fire front will be needed to protect the structure.

Non-Defensible – Rescue Driveby

• Determining Factor: NO safety zone present.

• Size up: Structure has significant tactical challenges.

• Tactics: Firefighters are not able to commit to stay and protect the structure. If time

allows, check to ensure that people are not present in the threatened structure (especially

children, the elderly, and invalids). Set a trigger point for a safe retreat. Patrol after the

passage of the fire front will be needed to protect the structure.


Structure Assessment Checklist (if Time Permits)

Address and Property Name

• Numerical street address, ranch name, etc.

• Number of residents onsite

Road Access

• Road surface (paved, gravel, unimproved, dirt)

• Adequate width; vegetation clearance and safety zones along road

• Undercarriage problems (4x4 access only)

• Turnouts and turnarounds

• Bridges (load limits)

• Stream crossings (approach angle, crossing depth, and surface)

• Terrain (road slope and location on slope – near chimneys, saddles, canyon bottom)

• Grade (more than 15%)

Structure or Building

• Single residence, multicomplex, or outbuilding (barn or storage)

• Does the building have unknown or hazardous materials?

• Exterior walls (stucco or other noncombustible, wood frame, vinyl, wood shake)

• Large, unprotected windows facing heat source

• Proximity of any aboveground fuel tanks (liquefied petroleum gas (LPG), fuel oil, etc.)

• Roof material (wood shake, asphalt, noncombustible)

• Eaves (covered with little overhang, or exposed, with large overhang)

• Other features (wood deck, wood patio cover and furniture, wood fencing)

Clearances, Exposures, and Defensible Space

• Structure location (narrow ridge, canyon, midslope, chimney)

• Adequate clearance around structure (minimum of 100 feet; the steeper the slope, the

more clearance is required)

• Surrounding fuels (the larger and denser the fuels, the more clearance required)

• Flammable fuels (trees, ladder fuel, shrubs) adjacent to structure (is there time for

removing these fuels?)

• Other combustibles near structure (wood piles, furniture, fuel tanks)


• Is there adequate clearance around fuel tank?

• Power lines or transformers (DO NOT park under power lines)

Hazardous Materials

• Chemicals (look for DOT, NFPA, or UN symbols)

• Pesticides and herbicides

• Petroleum products

• Paint products

Water Sources

• Hydrant or standpipe (When connecting with hydrant, be aware of flow rate and gal/min

output; size and venting capability of engine or water tender may not be able to handle

hydrants with high flow and gal/min rates.)

• Storage tank

• Swimming pool

• Hot tub

• Fish pond

• Irrigation ditch

Evacuation

• Is safe evacuation possible? (Identify safe refuge for those who cannot be evacuated.)

• Coordinate with onscene law enforcement and emergency services personnel.

Estimated Resources for Protection

• Number(s) and type(s) of engines, water tenders, crews, dozers (General guidelines: One

engine per structure, one additional engine for every four structures to be used as

“backup” and for patrol. For structures that are close together (50 feet or less), one engine

may be adequate to protect two structures.)

• Type and number of aircraft available


Structure Protection Guidelines

DO NOT COMMIT TO STAY and protect a structure UNLESS A SAFETY ZONE FOR

FIREFIGHTERS AND EQUIPMENT HAS BEEN IDENTIFIED AT THE STRUCTURE

during sizeup and triage. Move to the nearest safety zone, let the fire front pass, and return as

soon as conditions allow.

Placing Equipment

If visibility is zero due to smoke from the fire, do not try to move your vehicles, as many

accidents have occurred this way. Stay in your safety zone behind the structure, or use the

structure as a refuge.

• Identify escape routes and safety zones, and make them known to all crewmembers.

• ALWAYS STAY MOBILE, and wear all of your PPE.

• Back the equipment in for a quick escape.

• Mark the entrance to long driveways to show that protection is in place (very important

when the structure cannot be seen from the road). Always notify Operations Section of

the meaning of markings used:

Ribbon (flagging) across the drive entrance

Multiple ribbons on the street at the end of a drive

A sign

Other predetermined markings

• Park in a cleared area (watch for overhead hazards).

• Protect your equipment (park behind the structure, placing the structure between the

equipment and the fire front; be aware of spot fires occurring behind you).

• Watch for hazards (dropoffs, potholes, aboveground fuel storage, chemicals, septic

tanks).

• Keep egress route clear:

Park extra equipment on the street.

Keep all hoses off the driveway.

• Have an engine and/or crew protection line charged and readily available.

• DO NOT make long hose lays.

• Try to keep sight contact with all crew members.


Water-Use Guidelines

• Keep at least 100 gallons of water reserve in your tank.

• Top off tank at every opportunity; use a garden hose.

• Draft water from a swimming pool, hot tub, and/or fishpond.

• STAY MOBILE. Do not hook up to the hydrant except to refill the tank. (Hydrant may

not always work if the system is electric powered and power is lost in the area.)

• CONSERVE WATER; avoid wetting down an area.

• Apply water only if it controls fire spread or significantly reduces heating of the structure

being protected.

• Keep fire out of the heavier fuels.

• Extinguish fire at its lowest intensity, not when it is flaring up.

• Knock down fire in the lighter fuels.

• Have enough water to last the duration of the main heat wave and to protect the crew.

• Apply compressed air foam (CAF) or gel, if available.

Preparing the Structure

• Determine if residents are home (legal responsibility for evacuation lies with law

enforcement). If residents remain on scene, advise them to use the structure, if it’s safe to

do so, as a refuge when the fire arrives.

• Clean leaves, needles, and any other combustible materials (in accordance with agency

policy) off of the roof.

• Cover vents and any air conditioning unit(s) on the roof (in accordance with agency

policy).

• Remove and scatter away from the structure:

Overhanging limbs

Ground or ladder fuels to prevent fire from moving into the crowns

Wooden fences and wood piles near the structure

• Clear the area around any aboveground fuel tank(s), and shut off the tank(s).

• Place combustible outside furniture inside the structure.

• Close windows and doors, including the garage door, leaving all of them unlocked. As a

last resort, you may need to use the structure as a refuge.

• Have garden hoses charged, and place them strategically around the structure for

immediate use.


Building Refuge

Seeking refuge in a building or structure is an option supervisors may want to consider for crew

protection when a change in fire behavior prevents reaching an escape route or safety zone.

Agency guidelines MUST be considered when deciding to use a building or structure as crew

protection.

• Advise your immediate supervisor (Strike Team Leader, Division/Group Supervisor, etc.)

of the situation.

• If time allows, remove combustible materials (lawn furniture, wood piles, etc.) and

vegetation away from the structure and any propane tank(s).

• Close windows and heavy drapes. Take down light-weight curtains, and close exterior

doors.

• Bring into the structure fire extinguishers, back pumps, and charged hose line, if

available.

• Fill all sinks, bathtubs, and any available buckets with water, and soak towels and other

heavy cloth items to place against exterior door jams.

• KEEP AWAY from windows and exterior doors as the fire passes.

• STAY OUT of the basement and upper floors.

Chapter 3 – Position Responsibilities 53

CHAPTER 3 – POSITION RESPONSIBILITIES

All positions within an ICS Organization share some common responsibilities. These are

enumerated in the Federal Emergency Management Agency (FEMA) Emergency Responder

Field Operating Guide (ERFOG). It is assumed that all individuals will be familiar with the

common responsibilities. Among those are coming to the incident prepared with necessary work

materials, receiving a briefing from the immediate supervisor, and documenting your activities in

an Activity Log (ICS 214). For additional information on common responsibilities, refer to the

ERFOG.

Specific responsibilities for each position are presented below, along with organization charts

and position checklists.

COMMAND AND GENERAL STAFF

Organization Chart

Safety Officer (SOF1/2, SOFR)

Public Information Officer (PIO1/2, PIOF)

Agency Representative (AREP)

Liaison Officer (LOFR)

INCIDENT COMMANDER (ICT1/2/3/4/5)

54 Chapter 3 – Position Responsibilities

Position Checklists

Incident Commander (ICT1/2/3/4/5)

The Incident Commander is responsible for all incident activities.

Critical Safety Responsibilities

• Ensure that safety receives priority consideration in the analysis of strategic alternatives,

the development of the IAP, and in all incident activities.

• Assess incident situation, both immediate and potential.

• Conduct risk assessment for all strategic alternatives.

• Maintain command and control of the incident management organization.

• Ensure that the safety and welfare of all incident personnel and the public are maintained.

• Ensure transfer of command is announced to host unit Dispatch and to all incident

personnel.

Other Duties

• Review Common Responsibilities

• Obtain briefings from Agency Administrator and/or prior Incident Commander.

• Obtain Delegation of Authority from Agency Administrator.

• Set incident objectives.

• Brief Command and General Staff.

• Approve the IAP.

• Determine information needs.

• Approve requests for additional resources and requests for release of resources.

• Approve the use of trainees on the incident.

• Authorize release of information to news media, if delegated by Agency Administrator.

• Ensure Incident Status Summary (ICS 209) is completed and forwarded to agency

Dispatch Center(s) on schedule.

• Approve Demobilization Plan.

• Conduct strategy meetings, reviewing, validating, and/or revising the WFDSS, incident

objectives, strategies, and tactics.

• Determine effects of control actions on environmental and ecological processes.

• Ensure that strategic and tactical options consider all resource values.

• Foster an atmosphere free of discrimination, sexual harassment, and other forms of

inappropriate behavior.


• Supervise staff activities, ensure functional performance is maintained, and take

corrective action, if needed.

• Participate in external incident affairs as required.

• Ensure incident financial accountability and expenditures are maintained to agency

standards.

• Ensure incident documentation package is complete.

• Debrief with Agency Administrator.

Safety Officer (SOF1/2, SOFR)

The Safety Officer, a member of the Command Staff, is responsible for monitoring and assessing

hazardous and unsafe situations and developing measures for assuring personnel safety. The

Safety Officer will correct unsafe acts or conditions through the regular line of authority,

although they (Safety Officer) may exercise emergency authority to stop or prevent unsafe acts

when immediate action is required.

Only one Safety Officer will be assigned for each incident. The Safety Officer may have

assistant Safety Officers as necessary, and the assistant Safety Officer may represent assisting

agencies or jurisdictions. Assistant Safety Officers may have specific responsibilities, such as air

operations, hazardous materials, etc.


• Analyze proposed and selected strategic alternatives from a safety perspective, ensuring

that risk management is a priority consideration in the selection process.

• Direct intervention will be used to immediately correct a dangerous situation.

• Prepare the safety message included in the IAP.

• Develop the Incident Action Plan Safety Analysis (ICS 215A) planning matrix with the

Operations Section Chief.

• Present safety briefing to overhead. Safety briefing should emphasize hazards and risks

involved in action plan components.

Other Duties

• Establish systems to monitor fire activities for hazards and risks. Take appropriate

preventive action.

• Priority of recommendations will start with risks having the highest potential for death or

serious injury and follow through to those of lesser degree.

• Establish operating procedures for assistant Safety Officers.

• Evaluate operating procedures. Update or modify procedures to meet the safety needs on

the fire.

• Review and approve Medical Plan (ICS 206).


• Review IAPs to ensure that safety issues have been identified and mitigated.

• Analyze observations from staff and other personnel.

• Ensure accidents are investigated.

• Prepare accident report upon request of the Incident Commander.

• Monitor operational period lengths of incident personnel to ensure work/rest guidelines

are followed; recommend corrective action to Incident Commander.

• Monitor food, potable water, and sanitation service inspections. Request assistance from

health departments as needed.

• Monitor incident PPE needs.

• Inspect incident facilities, hand tools, power equipment, vehicles, and mechanical

equipment.

• Monitor driver or operator qualifications and operational periods.

• Monitor all air operations; review aircraft incidents and accident reports.

• Ensure appropriate accident, incident, and other safety reports (such as SAFECOMs and

SAFENETs) are completed and submitted.

• Prepare final safety report upon request of the Incident Commander.

Public Information Officer (PIO1/2, PIOF)

The Public Information Officer, a member of the Command Staff, is responsible for the

formulation and release of information about the incident to the news media, local communities,

incident personnel, other appropriate agencies and organizations, and for the management of all

Public Information Officers assigned to the incident.

• Contact the jurisdictional agency to coordinate public information activities.

• Obtain copies of current Incident Status Summaries (ICS 209).

• Develop policy with Incident Commander, Agency Administrator, agency Public Affairs

Officer, IMT members, and incident investigators regarding information gathering and

sharing. Observe constraints on release of information.

• Develop and receive Incident Commander’s approval of a comprehensive, proactive

communications strategy that reflects both immediate and long-term goals.

• Prepare initial information summary as soon as possible after arrival.

• Obtain approval for release of information from Incident Commander.

• Attend meetings to update information releases.

• Arrange for meetings between media and incident personnel.

• Provide escort service to the media and very important persons (VIPs); provide PPE as

necessary.

• Respond to special requests for information.


• Keep informed of incident developments and control progress through Planning Meetings

and regular contacts with other incident staff, host unit, and cooperating agencies.

• Keep the Incident Commander informed of any potential issues involving the general

public, news media, or other sources.

Liaison Officer (LOFR)

The Liaison Officer, a member of the Command Staff, is the point of contact for the assisting

and cooperating Agency Representatives. This includes Agency Representatives from other fire

agencies, Red Cross, law enforcement, public works, etc.

• Provide a point of contact for assisting and cooperating Agency Representatives.

• Identify each Agency Representative, including communications link and location.

• Maintain a current list of cooperating and assisting agencies assigned. Confirm resource

list with the Resource Unit Leader.

• Respond to requests from incident personnel for interorganizational contacts.

• Monitor incident operations to identify current or potential interorganizational problems.

• Remain visible on the incident to incoming cooperators and assisting agencies.

• Respond to requests for information, and resolve problems.

• Participate in Planning Meetings providing current resource status, limitations, and

capability of other agency resources.

• Keep cooperating and assisting agencies informed of planning actions.


OPERATIONS

Organization Chart

Structure Protection Specialist (STPS)

Crew Representative (CREP)

Firefighter (FFT1/2)

Single Resource Boss (CRWB, HEQB, ENGB, FELB, FIRB, HMGB)

Task Force/Strike Team Leader (TFLD, STCR, STEQ, STEN)

Division/Group Supervisor (DIVS)

Operations Branch Director (OPBD)

Staging Area Manager (STAM)

Single Engine Air Tanker Manager (SEMG)

Deck Coordinator (DECK)

Takeoff and Landing Coordinator (TOLC)

Aircraft Base Radio Operator (ABRO)

Helicopter Crewmember (HECM)

Helibase Manager (HEB1/2)

Air Support Group Supervisor (ASGS)

Air Tanker/Fixed Wing Coordinator (ATCO)

Helicopter Coordinator (HLCO)

Air Tactical Group Supervisor (ATGS)

Air Operations Branch Director (AOBD)

OPERATIONS SECTION CHIEF (OSC1/2)


Position Checklists

Operations Section Chief (OSC1/2)

The Operations Section Chief, a member of the General Staff, is responsible for managing all

operations directly applicable to the primary mission.


• Use the risk management process, and supervise operations.

• Maintain accountability of assigned resources.

• Develop Incident Action Plan Safety Analysis (ICS 215A) with Safety Officer.

Other Duties

• Develop operations portion (ICS 215) of the IAP with the Planning Section Chief.

• Brief and assign Operations personnel according to the IAP.

• Facilitate and coordinate the ordering and release of operation resources.

• Assemble and disassemble Task Forces/Strike Teams and assigned to operations.

• Report special activities, events, and occurrences to Incident Commander.

Operations Branch Director (OPBD)

The Operations Branch Director, when present, is responsible for implementing the portion of

the IAP applicable to the assigned Branch.


• Use the risk management process and supervise Branch operations.


• Provide safety briefing to subordinate resources.

Other Duties

• Attend Planning Meetings at the request of the Operations Section Chief.

• Review Division/Group Assignment Lists within the Branch.

• Brief and assign specific work tasks to Division/Group Supervisors.

• Approve accident and medical reports.

• Resolve logistic problems reported by subordinates.


Structure Protection Specialist (STPS)

The Structure Protection Specialist, when activated, is primarily responsible for preparing and

protecting structures threatened by wildfire. The STPS may work directly for the Operations

Section Chief or may be assigned to an Operations Branch Director or Division/Group

Supervisor.


• Use the risk management process while planning structure protection activities.



• Coordinate activities with adjacent Branches and/or Divisions.

• Keep supervisor informed of situation and resources status.

Other Duties

• Help coordinate activities with local municipal firefighters.

Division/Group Supervisor (DIVS)

The Division/Group Supervisor is responsible for implementing the assigned portion of the IAP.


• Use the risk management process, and supervise operations in the Division.

• Maintain accountability of assigned resources at all times.

• Coordinate activities with adjacent Divisions.

• Keep supervisor informed of situation and resources status.


Other Duties

• Brief and assign specific work tasks to Task Forces/Strike Team Leaders.

• Inform Incident Communications of all status changes of assigned resources.

• Ensure that assigned personnel and equipment get on and off the fireline in a timely and

orderly manner.

• Resolve logistics problems within the Division/Group.

• Approve and turn in time for all resources in Division/Group to the Time Unit.


Crew Representative (CREP)

A Crew Representative may be provided by the sending agency for each hand crew sent to a fire.

The Crew Representative is responsible for the welfare of the crew and provides a contact

between the crew and the appropriate Incident Command Organization.


• Maintain communications between the crew and the appropriate supervisors regarding

the crew’s safety and welfare.

• Provide safety briefing to assigned crew.

Other Duties

• Look after the crew’s welfare on and off the fireline.

• Report crew status to assigned supervisor.

• As needed, maintain contact with crew’s home Base.

• Report the crew’s performance and problems to the sending agency’s headquarters upon

completion of the assignment.

• Coordinate with Interagency Resource Representative (IARR) if assigned.

• Participate in After Action Reviews (AARs) when appropriate.

Task Force/Strike Team Leader (TFLD, STCR, STEQ, STEN)

The Task Force/Strike Team Leader reports to a Division/Group Supervisor and is responsible

for performing tactical missions as assigned on a division or segment of a division. The Leader

reports work progress, resource status, and other important information to his or her supervisor

and maintains work records on assigned personnel.


• Use the risk management process, and supervise operations.



• Coordinate activities with adjacent resources.

Other Duties

• Brief and assign specific work tasks to assigned resources.

• Travel to and from the fireline with assigned resources.

• Retain control of assigned resources while off the fireline (feeding, timekeeping, sleeping

area assignment, etc.).

• Turn in time for resources to Division/Group Supervisor.

• Evaluate performance of subordinates.


Single Resource Boss (CRWB, HEQB, ENGB, FELB, FIRB, HMGB)

A Single Resource Boss is responsible for supervising and directing a fire suppression module,

such as a hand crew, engine, helicopter, heavy equipment, firing team, or one or more fallers.


• Use the risk management process, and supervise operations of the resource.

• Maintain accountability of assigned resource.


• Coordinate activities with adjacent resources.

Other Duties

• Brief and assign specific work tasks to assigned resource.

• Retain control of assigned resource while off the fireline (feeding, timekeeping, sleeping

area assignment, etc.).

• Turn in time for the resource(s) used to supervisor or Task Force/Strike Team Leader.

• Evaluate performance of subordinates.

• Return equipment and supplies to appropriate unit.

Firefighter (FFT1)

A FFT1 (Squad Boss) is a working leader of a small group (usually not more than seven

members) and is responsible for keeping assigned personnel fully employed on assigned jobs.

Normally this position is supervised by a Single Resource Crew Boss but may be assigned

independently on occasion.


• Ensure that instructions are clear and understood. Ask if you don’t know!

• Know your skill level and limitations. Use the risk management process when accepting

assignments.

• Keep supervisor informed on progress of assignment.

• Report any changes in fire behavior.

• Report all accidents, injuries, or hazardous conditions to supervisor.

• Wear your PPE.

• Ensure personnel have proper tools and know how to care for and use them.

• Look after the safety of assigned personnel.


Other Duties

• Ensure that personnel have water and lunches.

• Keep time when requested by supervisor.

• Report problems with personnel to supervisor.

Firefighter (FFT2)

A firefighter is the basic resource used in the control and extinguishment of wildland fires and

works either as an individual or as a member of a crew under the supervision of a higher

qualified individual.


• Ensure that instructions are clear and understood. Ask if you don’t know!

• Know your skill level and limitations. Use the risk management process when accepting

assignments.

• Report any changes in fire behavior or hazardous conditions to supervisor.

• Report all accidents or injuries to supervisor.

• Wear your PPE.

Other Duties

• Perform manual and semiskilled labor as assigned.

• Participate in AARs when appropriate.

• Look, listen, and learn. Ask questions when appropriate.

Staging Area Manager (STAM)

A Staging Area Manager is responsible for managing all activities within a Staging Area.


• Maintain Staging Area in safe operating condition.

• Post traffic plan for the Staging Area.

Other Duties

• Establish layout for Staging Area.

• Determine and order support needed.

• Establish check-in function as needed.

• Respond to requests for resource assignments.

• Report resource status changes as required.


Air Operations

Incident Operations – Aircraft

Aircraft are used for tactical and logistical needs. Aircraft can be effective tools for ICs, but

aircraft only support ground-based operations. Tactical operations plans should not rely solely on

aircraft for success; environmental conditions, fuel, and mechanical systems can impede aircraft

operations. Aircraft can provide the IC the capability to:

• Deliver firefighters (crews, helitack, smokejumpers) to remote areas

• Deliver equipment

• Deliver water and/or fire retardant in support of ground operations

• Provide incident airspace management

• Provide the IC or Operations with fire information about fire area; behavior; threats to

property, the public, or firefighters; access; and progress of operations

Incident Command System (ICS)

Aircraft operations are within the Air Operations Branch. If there is not an established

Operations Branch, then Air Operations (aircraft and supporting personnel) are under the IC. The

ICS designates aircraft by ICS typing that derives from the aircraft capability. The standard types

are Type 1, 2, 3, and 4 for helicopters and air tankers. Aerial supervision, reconnaissance, and

utility/logistics aircraft are not “typed.”

As the incident complexity increases, the type and scale of the Air Operations adjusts with

various functions and personnel to manage the functions (see Position Checklists and Operations

Organization Chart). Many aviation support functions (i.e., Air Tanker Base) are regional and are

not directly supervised by a specific IC or Air Operations Branch Director (AOBD).

Risk Management

All aircraft operations must take into account the risk to pilot, aircrews, and ground personnel

before committing to a flight. Factors that are considered are:

• The operational environment

• Appropriate aircraft being used

• The qualifications of the pilot

• Recognition of flight hazards (wires, towers, other aircraft, terrain, visibility, weather).

Generally, effective aerial fire operations are limited by winds exceeding 30 to 35 mph.

• Mitigation of the hazards, communication, and coordination between pilot and ground

personnel.


Density Altitude (DA) Limitations

All aircraft performance is negatively impacted by increasing temperature and altitude. Payloads

are decreased and takeoff and landing requirements are increased. High DA situations also could

have a negative impact on fuel duration and increase the amount of refueling stops.

Policy

All aircraft are operated within Federal law. The Federal Aviation Administration (FAA)

regulates aviation operations. Some Federal, state, county, and city agencies own and operate

aircraft. These are known as “public aircraft.” Generally, they are operated within the FAA

regulations. Most federally operated fire aircraft are contracted and adhere to Department of

Interior (DOI) or U.S. Forest Service (USFS) policy (both policies are similar). Many states also

contract aircraft and have state aviation operations policies. Most aerial firefighting is conducted

during daylight hours. There are some exceptions for some state, county, and city “public

aircraft.”

Flight and duty policy is established to mitigate pilot fatigue. A pilot is limited to a maximum of

8 hours of flight time per duty period.

For example, USFS and DOI policy also limit flight hours to a cumulative 36 hours in any 6

days. There is a minimum hours of “off duty” time required before resuming “on duty.” USFS

and DOI policy also requires 2 days off in any 14-day period and 1 day off if the cumulative 36

flight hours are exceeded (maximum is 42 hours in any 6 days).

Incident Airspace Coordination

All wildfire incidents have a “Fire Traffic Area” (FTA) established. A typical FTA extends to a 5

mile horizontal radius and up to 2,500 feet above ground level (AGL). The purpose is to provide

a safe flying environment and establish standard procedures. If there is no aerial supervision (Air

Tactical Group Supervisor [ATGS], Aerial Supervision Module [ASM], or Lead plane) over the

fire, incident aircraft will coordinate with the IC and with other aircraft. Typical operating

altitudes for the FTA are:

• Helicopters – surface to 500 feet.

• Air tankers/Single Engine Air Tankers (SEATs) – 1,500 feet orbit and 1,000 feet for

setting up for the retardant drop.

• Aerial supervision “Air Attack” – 2,500 feet and above.

• Lead/ASM operates similar to the air tankers.

Military Airspace

Some military airspace can significantly impact aerial firefighting operations if coordination with

the controlling military authority is not done. Restricted airspace requires permission to enter.


Temporary Flight Restriction (TFR)

Incident Commanders can request from the FAA a TFR in order to provide a safe flying

environment for incident aircraft. TFRs help provide safer incident airspace, but are not

guarantees that nonincident aircraft will enter a TFR. Law enforcement aircraft can enter without

permission, and media aircraft can enter after requesting entrance from the controlling authority

of the TFR. A TFR cannot close an airport and prevent airport traffic. A standard TFR’s

dimensions are 5 nautical mile radius and 2,000 feet above the typical incident terrain.

Incident Aircraft Communications

Positive coordinated communications with aircraft are critical to safety and effective fire

suppression operations. Standardized terminology and a good Operations Plan lead to effective

target description, which minimizes the amount of confusion and time that aircraft spend in the

“low and slow” flight profile.

There are four main fire aviation radio communications functions. They are:

• Air to air, which is used for coordination between aircraft

• Air to ground, which is used for coordination between the ground personnel and the

aircraft

• Flight following, which is used to track and coordinate between the Dispatch Center and

the aircraft

• Emergency guard, which is used for emergency and call up if all other channels fail

Position Checklists

Air Operations Branch Director (AOBD)

The Air Operations Branch Director reports to the Operations Section Chief and is primarily

responsible for preparing the air operations portion of the IAP, for implementing its strategic

aspects, and for providing logistical support to aircraft operating on the incident.


• Obtain briefing from Operations Section Chief.

• Request declaration (or cancellation) of TFR.

• Coordinate airspace with other incidents and local or regional airspace coordinators.

• Apply risk management practices to all aviation operations.

• Ensure that agency aviation policies are established and followed.

• Establish procedures for emergency reassignment of aircraft on the incident.

• Inform the aerial supervisor of the air traffic situation external to the incident.


Other Duties

• Participate in preparation of the IAP.

• Provide IAP and Air Operations Summary Worksheet (ICS 220) to the Air Support

Group and Fixed-Wing Air Bases.

• Determine coordination procedures and coordinate with appropriate Operation Section

and Logistics Section personnel (Branch, Division, etc.). Coordinate incident aircraft

support functions with the Air Support Group Supervisor (ASGS). Coordinate the

incident aircraft tactical operations with the Air Tactical Group Supervisor (ATGS).

• Orders and releases incident aircraft as needed.

• Supervise all Air Operations activities associated with the incident.

• Schedule approved flights of nonincident aircraft in the restricted airspace area.

• Develop Incident Aircraft Mishap Response Plan, and coordinate mishap reporting with

Agency Administrators’ aviation management personnel and/or local dispatch unit.

Air Support Group Supervisor (ASGS)

The Air Support Group Supervisor reports to the Air Operations Branch Director (AOBD) and is

responsible for planning and oversight of incident aircraft support functions (helibase, helispot

and Fixed Wing Air Bases).


• Obtain assigned helibase air-to-ground and deck operations frequencies from

Communications Unit Leader or Incident Radio Communications Plan (ICS 205).

• Obtain appropriate crash-rescue service for helibases and helispots.

Other Duties

• Participate in Air Operations planning activities.

• Brief the Helibase Manager and Fixed-Wing Base Managers on daily incident plans.

• Request special air support items from appropriate sources through Logistics Section.

• Identify helibase locations and assist Operations Section with identifying suitable helispot

locations.

• Work with Finance in land use agreements with landowners for incident aircraft Bases.

• Inform Air Operations Branch Director of special aircraft and/or pilot restrictions.


Single Engine Air Tanker Manager (SEMG)

The Single Engine Air Tanker Manager reports to the Fixed-Wing Base Manager or Air Support

Group Supervisor, if assigned to an Incident Management Team.


• Conduct pre-use and daily briefing with pilot and support crew.

• Regulate all aircraft and ground traffic on and around SEAT base of operation.

• Verify correct communications and frequency procedures are followed.

• Suspend operations due to safety issues or other appropriate concerns.

Other Duties

• Conduct pre-use walk-around inspection of aircraft and ground support equipment.

• Order aircraft services as provided in contract specifications.

• Perform as liaison with airport or airstrip management.

• Perform as liaison between the SEAT vendor and the user agency.

• Initiate and sign correspondence and other contract administration documents.

• Complete all required forms, records, reports, and documents as required by using

agency.

• Record and approve availability and flight times.

• Ensure all accepted retardant or suppressant mixing and loading procedures are followed.

• Act as liaison between vendor and Air Tanker Base Manager when operating for an

established air tanker base.

• Perform SEAT logistical coordination according to the Interagency Single Engine

Airtanker Operations Guide, PMS 506.

• Coordinate with the local dispatch organization or Air Support Group Supervisor, if

assigned to Incident Management Team for mission assignments.

Helibase Manager (HEB1 [6+ helicopters] or HEB2 [1 to 5 helicopters])


• Obtain briefing from Air Support Group Supervisor.

• Conduct briefings for helibase or helispot personnel and pilots.

• Ensure helibase is set up to accommodate current and planned helicopter operations.

• Ensure helibase air traffic control operations are in effect and coordinate helicopter traffic

routes with the Helicopter Coordinator or Air Tactical Group Supervisor.

• Manage appropriate crash-rescue services for the helibase and helispots.


Other Duties

• Report staffing and equipment needs to Air Support Group Supervisor.

• Manage resources and supplies dispatched to helibase.

• Manage helibase retardant mixing and loading: Retardant contract management, logistics

planning and coordination, environmental restrictions of mixing operation.

• Display organization and work schedule at each helibase, including helispot organization

and assigned radio frequencies.

• Supervise manifesting and loading of personnel and cargo.

• Ensure dust abatement is provided when needed.

• Consider security at each helibase and helispot as appropriate.

• Request special air support items from the Air Support Group Supervisor.

• Maintain agency records and reports of helicopter activities. Coordinate daily cost reports

with the Air Support Group Supervisor or Finance Unit.

• Supervise the Helicopter Managers, Deck Coordinator, Mixmaster, and other positions

(see Operations Organization Chart).

Deck Coordinator (DECK)

The Deck Coordinator reports to the Helibase Manager or Fixed-Wing Base Manager and is

responsible for providing coordination at an aircraft landing area for personnel and cargo

movement.


• Obtain briefing from supervisor.

• Establish emergency landing areas.

• Ensure deck personnel understand crash and rescue procedures.

• Establish and mark landing areas.

• Ensure sufficient personnel are available to safely load and unload personnel and cargo.

• Ensure deck area is properly posted.

• Ensure proper manifesting and load calculations are done.

Other Duties

• Supervise deck management personnel.

• Apply dust abatement when necessary.

• Ensure Air Traffic Control operation is coordinated with the Takeoff and Landing

Coordinator.

• Maintain agency records.


Takeoff and Landing Coordinator (TOLC)

The Takeoff and Landing Coordinator reports to the Helibase Manager and is responsible for

providing coordination of arriving and departing helicopters and movement around the helibase.


• Obtain briefing from Helibase Manager.

• Check radio system before commencing operation.

• Coordinate with Radio Operator on helicopter flight routes and patterns.

• Maintain communications with all incoming and outgoing helicopters.

Other Duties

• Coordinate with Deck Coordinator and Parking Tender.

Aircraft Base Radio Operator (ABRO)

The Aircraft Base Radio Operator reports to the Helibase Manager or Fixed-Wing Base Manager

and is responsible for establishing communication between incident assigned aircraft and

airbases, Air Tactical Group Supervisor, Air Operations Branch Director, and the Takeoff and

Landing Coordinator.


• Obtain briefing from Base Manager.

• Maintain a log of all aircraft takeoffs and landings, estimated times of arrival (ETAs),

estimated times of departure (ETDs), and flight route check-ins.

• Establish and enforce proper radio procedures.

• Immediately notify supervisor of any overdue or missing aircraft.

• Understand crash and rescue procedures.

• Establish radio communication with the aerial supervisor.

Other Duties

• Obtain Air Operations Summary Worksheet (ICS 220).

• Notify Takeoff and Landing Coordinator of incoming aircraft.

• Verify daily radio frequencies with Base Manager.


Helicopter Crewmember (HECM)

The Helicopter Crewmember reports to the Helicopter Manager and is part of a Helicopter

Module. The HECM is primarily responsible for supporting ground-based operations of the

helicopter he or she is assigned to.


• Obtain briefing from the Helicopter Manager.

• Know and understand responsibilities of the Parking Tender (PARK) and Loadmaster

(LOAD) positions.

• Perform Helispot Manager (HESM), Deck Coordinator (DECK), Aircraft Base Radio

Operator (ABRO), Takeoff and Landing Coordinator (TOLC) duties if qualified to

NWCG PMS 310-1 standards.

Air Tactical Group Supervisor (ATGS)

The Air Tactical Group Supervisor (ATGS) reports to the Air Operations Branch Director on

Type 1 and Type 2 incidents and to the Incident Commander or Operations on initial attack or

Type 3 incidents. The ATGS is responsible for managing the incident airspace and coordinating

the fixed- and rotary-wing aircraft operations over an incident. (See NWCG Interagency Aerial

Supervision Guide, PMS 505. Note: Aerial Supervision Modules (ASM) can function as an

ATGS or an ATCO.)


• Ensure that the aerial supervision pre-mission responsibilities are completed

(pilot/aircraft qualification, flight and duty, and maintenance schedules known).

• Provide the pilot with a mission briefing, and prepare for the flight (ATGS and the pilot).

• En route procedures: Establish flight following.

• Airspace coordination procedures.

• Entering incident airspace FTA.

• Incoming aircraft: Conduct initial briefing, tactical briefing, and departure briefing.

• Perform Air traffic coordination: horizontal and vertical separation, holding areas and

initial points (IP), and entrance and exit corridors.

• Determine that adequate VHF-FM (used for air-to-ground) and VHF-AM (used for air-

to-air) radio frequencies are used or requested. Establish contact with Incident

Commander, Operations, DIVS, Helibase, ATCO, and HLCO.

• Incident flight following: Establish procedures with dispatch, air operations, and other

aircraft.

• Identify aviation safety issues, and mitigate any hazards.

• Determine the need for a TFR and the dimensions of the TFR.


• Coordinate approved flights of nonincident aircraft in TFR.

• Assign air resources according to Operations’ or Incident Commander’s strategy, tactics,

and mission priorities.

• Coordinate with ground forces.

• Provide fire information and sizeup for strategic and tactical planning; make

recommendations based on incident objectives and observed situation.

• Provide safety oversight to ground crews: Drop zone clearance, and adverse weather and

fire behavior. (Note: The aerial supervisor can only advise about potential safety zones

and escape routes; ground forces must verify.)

• Coordinate between types of aerial supervisors: Workload management, briefings, and

maintaining aerial supervision continuity.

• Institute emergency procedures.

• Oversee in-flight emergencies.

• Oversee missing aircraft and aircraft mishap.

• Coordinate medevac of incident personnel.

Other Duties

• Provide initial response sizeup information for Dispatch and responding resources.

• Inform AOBD of tactical recommendations affecting the air operations portion of the

Incident Action Plan.

• Report to Air Operations or Unit Aviation Manager on incidents or accidents.

• Determine the procedures for ordering tactical aerial resources.

• Complete the appropriate aircraft contract or fleet utilization records.

• Maintain coordination with air bases supporting the incident.

• Inform AOBD of special aircraft and/or pilot restrictions.

• Ensure compliance with each agency’s operations checklist for day and night operations.

• Use standard target description.


Air Tanker/Fixed Wing Coordinator (ATCO)

The Air Tanker/Fixed Wing Coordinator reports to the Air Tactical Group Supervisor and is

responsible for coordinating assigned air tanker operations at the incident. The coordinator is

always airborne.


• Obtain briefing from the Air Tactical Group Supervisor.

• Determine all aircraft including air tankers and helicopters operating within incident area

of assignment.

• Survey incident area to determine situation, aircraft hazards, and other potential

problems.

• Coordinate the use of assigned ground-to-air and air-to-air communications frequencies.

• Ensure air tanker flight crews know appropriate operating frequencies.

• Determine incident air tanker capabilities and limitations for specific assignments.

• Coordinate with Air Tactical Group Supervisor and assign geographical areas for air

tanker operations.

• Implement air safety procedures. Immediately correct unsafe practices or conditions.

Other Duties

• Receive assignments, assign missions, schedule flights, and supervise air tanker

activities.

• Provide information to ground resources.

• Inform Air Tactical Group Supervisor of overall incident conditions including aircraft

malfunction or maintenance difficulties.

• Inform Air Tactical Group Supervisor when mission is completed and reassign air tankers

as directed.

• Report incidents or accidents.

• Maintain records of activities.


Helicopter Coordinator (HLCO)

The Helicopter Coordinator reports to the Air Tactical Group Supervisor and is responsible for

coordinating tactical or logistical helicopter mission(s) at the incident.


• Obtain briefing from the Air Tactical Group Supervisor.

• Survey assigned incident area to determine situation, aircraft hazards, and other potential

problems.

• Coordinate with Air Tactical Group Supervisor in establishing locations and takeoff and

landing patterns for helibase(s) and helispot(s).

• Coordinate the use of assigned ground-to-air and air-to-air communications frequencies

with the Air Tactical Group Supervisor.

• Ensure that all assigned helicopters know appropriate operating frequencies.

• Coordinate geographical areas for helicopter operations with Air Tactical Group

Supervisor, and make assignments.

• Implement air safety procedures. Immediately correct unsafe practices or conditions.

Other Duties

• Ensure that approved night flying procedures are in operation.

• Coordinate activities with Air Tactical Group Supervisor, Air Tanker Coordinator, Air

Support Group Supervisor, and ground personnel.

• Inform Air Tactical Group Supervisor when mission is completed, and reassign

helicopter as directed.

• Report incidents or accidents.

• Maintain records of activities.

Helispot Location and Construction

A helispot is a natural or improved takeoff and landing area intended for temporary or occasional

helicopter use. It may or may not have road access.

Points to consider in locating and constructing helispots are (see IRPG for more detailed

information):

• Allow for takeoff and landing from all directions into the wind as often as possible.

• Situations that require a maximum-power takeoff and landing have a higher risk than

those that allow for forward flight during takeoff and landing, and payloads will be

reduced.

• When using roads or turnouts, ensure adequate traffic control. On dirt roads and dozer

lines, visibility can be severely impaired due to dust.


Principles of Retardant Application

• Determine tactics direct or indirect based on fire sizeup and resources available.

• Establish an anchor point and work from it. Use direct attack only when ground support

is available or extinguishment is feasible.

• Plan drops so they can be extended or intersected effectively.

• Maintain honest evaluation and effective communication between the ground and air.

• Monitor retardant effectiveness, and adjust its use accordingly.

• Refer to the IRPG for additional information.


PLANNING

Organization Chart

Status/Check-in Recorder (SCKN)

Resources Unit Leader (RESL)

Field Observer (FOBS)

Fire Effects Monitor (FEMO)

Infrared Interpreter (IRIN)

Display Processor (DPRO)

Fire Behavior Analyst (FBAN)

Strategic Operational Planner (SOPL)

Long Term Fire Analyst (LTAN)

Geographic Information System Specialist (GISS)

Situation Unit Leader (SITL)

Documentation Unit Leader (DOCL)

Demobilization Unit Leader (DMOB)

Interagency Resource Representative (IARR)

Human Resource Specialist (HRSP)

Incident Training Specialist (TNSP)

PLANNING SECTION CHIEF (PSC1/2)


Position Checklists

Planning Section Chief (PSC1/2)

The Planning Section Chief, a member of the General Staff, is responsible for collecting,

evaluating, disseminating, and using information about the development of the incident, status of

resources, and demobilization of the incident.

Information is needed to understand the current situation, predict probable course of incident

events, prepare alternative strategies and control operations for the incident, and provide for an

orderly and economical demobilization of the incident.


• Conduct Planning Meetings and operational briefings.

• Supervise preparation of IAP (see Planning Process), and ensure sufficient copies are

available for distribution through Unit Leader level.

• Advise General Staff of any significant changes in incident status.

• Prepare and distribute Incident Commander’s orders.

• Ensure that information concerning special environmental protection needed is included

in the IAP.

• Establish information requirements and reporting schedules for all ICS Organizational

elements for use in preparing the IAP.

• Instruct Planning Section Units in distribution of information.

Other Duties

• Assemble information on alternative strategies.

• Perform operational planning for Planning Section.

• Ensure that normal agency information collection and reporting requirements are met.

• Prepare recommendations for release of resources (for approval by the Incident

Commander).

• Ensure demobilization plan and schedule are developed and coordinated with Command,

General Staff, and Agency Dispatchers.

• Establish a communications link between the agency Demobilization Organization and

the incident Demobilization Unit.


Resources Unit Leader (RESL)

The Resources Unit Leader is responsible for establishing all incident check-in activities;

preparing and processing resource status information; preparing and maintaining displays, charts,

and lists that reflect the current status and location of suppression resources, transportation, and

support vehicles; and maintaining a master check-in list of resources assigned to the incident.


• Gather, post, and maintain current incident resource status. including transportation,

support vehicles, and personnel.

• Maintain master list of all resources checked in at the incident.

• Prepare Organization Assignment List (ICS 203) and Incident Organization Chart

(ICS 207).

• Assemble and disassemble Task Forces/Strike Teams as requested by Operations.

• Participates in the Tactics Meeting and completes the ISC 215 with the Operations

Section Chief.

• Prepare Division Assignment List(s) (ICS 204) after the Planning Meeting.

Other Duties

• Establish check-in function at incident locations.

• Verify that all resources are checked in.

• Using the Incident Briefing (ICS 201), prepare and maintain the Command Post display

(organization chart and resource allocation and deployment sections of display).

• Establish contacts with incident facilities and maintain resource status information.

• Participate in Planning Meetings as required by the Planning Section Chief.

• Provide resource summary information to Situation Unit as requested.

• Continually identify resources that are surplus to the suppression needs.

Status/Check-in Recorder (SCKN)

Status/Check-in Recorders are used at each check in location to ensure that all resources assigned

to an incident are accounted for. (Where practical, employ Demobilization Unit Leader as a

Status/Check-in Recorder to ensure complete information is obtained at check-in.)


• Transmit check-in information to Resources Unit on a regular, prearranged schedule.

• Forward completed Incident Check-in Lists (ICS 211) to the Resources Unit.

• Prepare, post, and maintain Resource Status Cards (ICS 219).


Other Duties

• Establish communications with the Communication Center.

• Post signs so arriving resources can easily find the check-in locations.

Situation Unit Leader (SITL)

The Situation Unit Leader is responsible for collecting and organizing incident status and

information and evaluating, analyzing, and displaying that information for use by ICS personnel

and agency Dispatchers.


• Collect and analyze situation data.

• Obtain available preattack plans, mobilization plans, maps, and photographs.

• Prepare predictions at periodic intervals or upon request of the Planning Section Chief.

• Prepare the Incident Status Summary (ICS 209).

Other Duties

• Obtain and analyze infrared data as applicable.

• Post data on Unit work displays and Command Post displays at scheduled intervals.

• Participate in Planning Meetings as required by the Planning Section Chief.

• Provide information on transportation system to Ground Support Unit Leader for the

Transportation Plan.

• Provide photographic services and maps.

• Maintain Situation Unit records.

• Maintain incident history on maps and narrative from Initial Attack to final

demobilization.

Field Observer (FOBS)

The Field Observer is responsible for collecting incident status information from personal

observations at the incident and providing this information to the Situation Unit Leader, Division

Supervisor, and other fireline resources as directed. The information may include but is not

limited to, fire perimeter location, onsite weather, fire behavior, fuel conditions, and fire effects

information needed to assess firefighter safety and whether the fire is achieving established

incident objectives and requirements.


• Monitor, obtain, and record weather data.

• Monitor and record fire behavior data.

• Recognize and report atmospheric characteristics that influence fire behavior.


• Monitor and record smoke management information.

• Recon the fire area assigned.

• Plot fire perimeter on a map.

• Assist in preparing maps for use in Situation Unit, Incident Command Post, and IAP to

ensure accuracy.

• Immediately report any condition that may cause danger or be a safety hazard to

personnel.

• Let appropriate Operations overhead know you are in the area.

Other Duties

• Determine location of assignment, types of information required, priorities, time limits

for completion, methods of communication and documentation, and method of

transportation.

• Observe and record first order fire effects.

• Provide completed observation logs or forms for weather, fire behavior, fuel conditions,

and fire effects as assigned. Summarize observations as requested by supervisor.

• Attend end-of-shift debriefings of operations personnel, and at other times as appropriate,

to obtain situation information.

• Coordinate an efficient transfer of position duties when mobilizing and demobilizing

(e.g., IMT or host agency).

Fire Effects Monitor (FEMO)

The Fire Effects Monitor is responsible for collecting incident status information from personal

observations at the incident, and providing this information to the module leader, crew boss and

other fireline supervisor as directed. The information may include but is not limited to fire

perimeter location, onsite weather, fire behavior, fuel conditions, smoke, and fire effects

information needed to assess firefighter safety and whether the fire is achieving established

incident objectives and requirements.


• Monitor, obtain, and record weather data.

• Monitor and record fire behavior data.

• Recognize and report atmospheric characteristics that influence fire behavior.

• Monitor and record smoke dispersion and air quality information.

• Recon the fire area assigned.

• Plot fire perimeter on a map.

• Assist in preparing maps for use in Situation Unit, Command Post, and IAP to ensure

accuracy.


• Immediately report any condition that may cause danger or be a safety hazard to

personnel.

• Maintain communication with immediate supervisor while moving around the incident

area.

The prerequisite for the position of Fire Effects Monitor is Firefighter Type 2, and the ordering

or use of this position as an independent single resource on a wildfire or high complexity

prescribed fire is prohibited. A Fire Effects Monitor may be used on wildfires or high complexity

prescribed fires as a member of a crew or module under the direct supervision of a Single

Resource Boss.

Fire Effects Monitors with a higher level of fireline qualification may be used as appropriate to

their additional qualifications (e.g., a Fire Effects Monitor who is also Single Resource Boss-

qualified may be given a fireline assignment as an independent resource based on that Single

Resource Boss qualification).

Other Duties

• Determine location of assignment, types of information required, priorities, time limits

for completion, methods of communication and documentation, and method of

transportation.

• Observe and record first-order fire effects.

• Provide completed observation logs or forms for weather, fire behavior, fuel conditions,

and fire effects as assigned. Summarize observations as requested by supervisor.

Infrared Interpreter (IRIN)

The Infrared Interpreter directs infrared mapping operations when assigned.

• Interpret imagery and plot findings on aerial photos or maps.

• Arrange for missions with infrared aircraft crew liaison, including objectives of flight,

timing, areas needing particular attention, and imagery delivery.

• Keep abreast of aircraft or crew limitations.

• Keep Planning Section currently advised of findings.

Display Processor (DPRO)

The display processor is responsible for the display of incident status information obtained from

field observers, aerial and ortho photographs, and infrared data.


• Assist Situation Unit Leader in analyzing and evaluating field reports.

• Develop required displays in accordance with time limits for completion.

• Support special requirements for development of incident maps.


Other Duties

• Determine:

Location of work assignments.

Numbers, types, and locations of displays required.

Priorities.

Map requirements for IAPs.

Time limits for completion.

Field observer assignments and communications means.

• Demobilize incident displays in accordance with incident demobilization plan.

Fire Behavior Analyst (FBAN)

The Fire Behavior Analyst is responsible for collecting weather data, developing strategic and

tactical fire behavior information, predicting fire growth, and interpreting fire characteristics for

use by incident overhead.


• Manage weather data collection system and Incident Meteorologist (IMET) and Weather

Observers. (These positions are not in the Wildland Fire Qualification System Guide,

PMS 310-1, June 2012.)

• Provide weather information and other pertinent information to Situation Unit Leader for

inclusion in Incident Status Summary Report (ICS 209).

• Develop tactical fire behavior information in support of the IAP.

• Prepare a written fire behavior forecast that includes safety considerations for each

operational period.

• Participate in operational briefings to present fire behavior predictions and to answer

questions related to fire behavior, interpretations, and safety.

• Monitor actual fire behavior to validate predictions, document behavior, and anticipate

potential safety problems.

• Ensure all affected incident personnel are advised of anticipated changes in weather

conditions or predictions.

• Provide site-specific fire behavior predictions, as requested.

Other Duties

• Participate in Planning Meetings as directed by the Situation Unit Leader.

• Collect, review, and compile fire history, fuel data, and information about topography

and fire barriers.


Strategic Operational Planner (SOPL)

The SOPL position is responsible for developing courses of action on long-term wildfire events.

The courses of action for these wildfires may include both protection and resource benefit

objectives. The SOPL may be ordered by and work for the host unit, the Geographic Area

Coordination Center (GACC), or the IMT assigned to the fire.


• Develop a course of action for long term fire events, in collaboration with the local

affected agencies and incident management organization.

• Obtain long-term assessments of weather and fire behavior to develop strategies and

tactics associated with the course of action.

• Use risk assessment information in developing the course of action. Evaluate current

course of action to ensure that resource and protection objectives can be met through plan

implementation.

Other Duties

• Review and understand agency procedures and policies

• Assess the situation to understand support needs.

• Understand the area’s fire management plans and objectives for managing wildfires

within the impacted fire management units.

• Review strategic objectives and management requirements as stated in the wildland fire

decision document.

• Participate in daily briefings and Planning Meetings to review recommended actions and

ensure they are consistent with agency direction and long-range plans. Provide possible

alternatives and contingency actions, and ensure values will be protected by proposed

management actions.

• Coordinate with local resource advisors.

• Evaluate consistency between strategic objectives and management requirements with

incident objectives and incident requirements as stated in the wildland fire decision

document.

• Recommend modifications to the proposed course of action in response to changing

conditions and forecasts.

• Develop cost estimates for the proposed management action points.

• Participate in AARs and closeouts with local Agency Administrators.

• Develop appropriate material for transfer of command as required.


Long Term Fire Analyst (LTAN)

Provides probabilistic and deterministic information on long-term fire advancement, fire

behavior, and spread direction, based on local information, topography, historic and current fire

spread, and with historic and current fire weather data.


• Manage weather data collection system and Incident Meteorologists and Weather

Observers.

• Access and analyze historic weather records from local stations to determine important

thresholds and season-ending criteria.

• Produce products and provide support for decision making and planning through the use

of long- and short-term models, such as RERAP (Rare Event Risk Assessment Process),

FSPro (Fire Spread Probability), FARSITE, and FLAMMAP.

• Assess and document fire growth toward multiple points of interest.

• Provide short-, medium- and long-term fire growth estimates and projections.

• Assist with developing management action points in relation to expected fire behavior

and time.

• Characterize risk of potential strategy decisions, and provide feedback.

Other Duties

• Collect, review, and compile fire history, fuel data, and information about topography

and fire barriers.

• Provide input to IAPs as requested, and review plans for consistency with fire behavior

modeling outputs.

• Obtain or provide smoke management predictions as requested.

• Provide clear documentation of assumptions and changes used when developing fire

spread predictions.


Geographic Information System Specialist (GISS)

The Geographic Information System Specialist is responsible for providing timely and accurate

spatial information to the Situation Unit Leader about the incident to be used by all facets of the

IMT.


• Prepare incident maps and displays as requested by the Situation Unit Leader.

• Provide updated maps as required for IAPs.

Other Duties

• Understand expectations and attendance required at Planning Meetings.

• Participate in functional area briefings and AARs.

• Provide written documentation, digital data, and products developed during the incident

to the Documentation Unit.

• Complete digital analysis as requested.

• Ensure metadata is updated and maintained.

• Download or use spatial data provided by local agencies.

• Follow NWCG Geographic Information System (GIS) standard operating procedures.

Documentation Unit Leader (DOCL)

The Documentation Unit Leader is responsible for maintaining accurate and complete incident

files, providing duplication services to incident personnel, and packing and storing incident files.

• Establish and organize incident files.

• Establish duplication service and respond to requests.

• Retain and file duplicate copies of official forms and reports, including those generated

by computers.

• Check on accuracy and completeness of records.

• Provide duplicates of forms and reports.

• Prepare incident documentation when requested.

• Maintain, retain, and store incident files.


Demobilization Unit Leader (DMOB)

The Demobilization Unit Leader is responsible for preparing the Demobilization Plan and

schedule. The Demobilization Unit Leader assists the Command and General Staff in ensuring an

orderly, safe, and efficient movement of personnel and equipment from the incident.

• Review and continually monitor incident resource records (Incident Briefing Form (ICS

201), Incident Check-In List (ICS 211), Resource Status Cards (ICS 219), and IAP) to

determine probable size of demobilization effort.

• Obtain Incident Commander’s demobilization objectives and priorities.

• Meet with Agency Representatives to determine:

Personnel rest, hygiene, and safety needs.

Coordination procedures with agencies.

Local and national demobilization priorities.

• Be aware of ongoing Operations Section resource needs.

• Obtain identification and description of surplus resources and probable release times.

• Determine finance, supply, and other incident checkout stops.

• Establish and post check out procedures.

• Determine incident logistics and transportation capabilities needed to support the

demobilization effort.

• Establish communications with appropriate off-incident facilities.

• Get approval of Demobilization Plan (Incident Commander, Planning Section Chief,

agency, etc.).

• Distribute Plan and any amendments.

• Monitor and supervise implementation of Demobilization Plan.

Interagency Resource Representative (IARR)

The Interagency Resource Representative may be assigned to an incident to serve as the sending

area’s representative for crews, overhead, and equipment assigned to an incident. The

Interagency Resource Representative is responsible to the home unit to coordinate, through the

IMT, the well-being of all resources assigned from the home unit. This position will normally

check in with the Planning Section but is not an incident resource.

• Secure and maintain a complete list of names, home agencies and units, Social Security

numbers, etc., of all personnel assigned to the incident from the sending area. Verify and

update list(s) as needed at the incident.

• Establish contact with the IMT to provide information and assistance to the team during

resource check-in and initial assignment.

• Coordinate activities with appropriate Agency Representatives.


• Establish a work location. Advise the team and assigned resources about that location.

• Whenever feasible, maintain daily contact with a representative of each appropriate

resource.

• Provide assistance to appropriate personnel on timekeeping, commissary, travel,

accidents, injuries, personnel problems or emergencies, and other administrative needs.

• Maintain daily contact with the sending area to exchange information about the status of

resources.

• Assist in resolving disciplinary cases as requested by the team or the sending area.

• Provide input as to the use of assigned resources.

• Assist the team in providing for the well-being and safety of assigned resources.

• Assist the team in determining the need for and preparation of special reports or

documents.

• Assist the team in investigating accidents involving assigned personnel.

• Maintain contact with assigned personnel that have been hospitalized or otherwise

separated from their Unit.

• Assist the team in completing all required forms, reports, and documentation before

assigned resources depart from the incident.

• Assist the team in demobilizing assigned resources.

• Provide the sending Unit with pertinent paperwork and evaluations relating to the

resources for which they are responsible.

Human Resource Specialist (HRSP)

The Human Resource Specialist is responsible for monitoring civil rights and related human

resource activities to ensure that appropriate practices are followed. Work is normally conducted

in a Base Camp environment but may involve tours of the fireline, other Camps, and rest and

recuperation (R&R) facilities.

• Establish contact with the Planning Section Chief to determine placement within the

organization.

• Provide a point of contact for incident personnel to discuss civil rights and human

resource concerns.

• Participate in daily briefings and Planning Meetings to provide appropriate civil rights

and human resource information.

• Prepare civil rights messages for inclusion in IAP(s).

• Post-civil rights or other human resource information on bulletin boards and other

appropriate Message Centers.

• Monitor whether a positive working environment, supportive of cultural diversity, is

maintained and enhanced for all personnel.


• Conduct awareness sessions as needed. Use civil rights or human resource videotapes

when appropriate.

• Establish and maintain effective work relationships with agency representatives, liaisons,

and other personnel in the Incident Command.

• Refer concerns about pay, food, sleeping areas, transportation, and shift changes to the

appropriate incident staff, taking into account civil rights and human resource factors.

• Receive and verify reports of inappropriate behavior that occur on the incident.

• Take steps to correct inappropriate acts or conditions through appropriate lines of

authority.

• Give high priority to informally resolving issues before the individuals leave the incident.

• Provide referral information if a complaint cannot be resolved during the incident.

• Conduct followup, as needed, depending upon the seriousness of the infraction.

• Prepare and submit reports and related documents.

Incident Training Specialist (TNSP)

An Incident Training Specialist may help achieve and oversee training opportunities on an

incident. To be effective, training activities must be coordinated at all levels.

• Identify training opportunities on the incident.

• Review trainee assignments and modify, if appropriate.

• Inform Resources Unit of trainee assignments.

• Brief trainees and trainers on training assignments and objectives.

• Make followup contacts on the job to provide assistance and advice for trainees to meet

training objectives.

• Ensure trainees receive their performance evaluation and complete position task book as

assigned.

• Prepare formal report for trainees’ home units.


Planning Process

The ERFOG contains information appropriate for use in almost any incident situation. Not all

incidents require written plans. The need for written plans and attachments is based on incident

requirements and the decision of the Incident Commander.

The Operations Section Chief should have a draft Operational Planning Worksheet (ICS 215)

completed before the Planning Meeting. In addition, an Incident Action Plan Safety Analysis

(ICS 215A) must be completed for each Planning Meeting. The form should be completed as a

draft before the meeting and discussed as part of the planning process.

Incident objectives and strategy should be established before the Planning Meeting. For this

purpose, it may be necessary to hold a Strategy Meeting before the Planning Meeting.

The planning process works best when the incident perimeter and proposed control lines are

divided into logical geographical units. The tactics and resources are then determined for each of

the Planning Units. Finally, the Planning Units are combined into segments or Divisions, using

span-of-control guidelines.

Demobilization

The Incident Commander is responsible to the host agency for demobilization. Demobilization is

an important part of total incident management and requires the attention of the Incident

Commander and the Command and General Staff.

The Planning Section Chief must establish an adequate demobilization organization, in a timely

fashion, to provide for an orderly and economic demobilization of the incident. Using the

Demobilization Unit Leader as a Status/Check-in Recorder early in the incident, where possible,

facilitates the collection of resource information necessary to develop a Demobilization Plan.

The complexity of the incident, kinds and types of resources, and the level of resources involved

(local, regional, or national) dictate the size and expertise needed by the demobilization

organization. Resources must be released, returned to their home units, rested, and rehabilitated

as soon as possible so they will be ready for their next assignment.

The Demobilization Unit Leader must obtain input from a number of others to develop a

complete Plan. The IC and General Staff need to provide input and totally support the Plan. The

agency dispatcher must provide input from all coordination levels. If Area Command has been

established, they should provide their input directly to the incident.


LOGISTICS

Organization Chart

Incident Communications Technician (COMT)

Radio Operator (RADO)

Incident Communications Center Manager (INCM)

Communications Unit Leader (COML)

Medical Unit Leader (MEDL)

Food Unit Leader (FDUL)

Service Branch Director (SVBD)

Ordering Manager (ORDM)

Receiving/Distribution Manager (RCDM)

Supply Unit Leader (SPUL)

Base/Camp Manager (BCMG)

Facilities Unit Leader (FACL)

Equipment Manager (EQPM)

Ground Support Unit Leader (GSUL)

Security Manager (SECM)

Support Branch Director (SUBD)

LOGISTICS SECTION CHIEF (LSC1/2)


Position Checklists

Logistics Section Chief (LSC1/2)

The Logistics Section Chief, a member of the General Staff, is responsible for providing

facilities, services, and material in support of the incident. The Logistics Section Chief

participates in developing and implementing the IAP and activates and supervises the Branches

and Units within the Logistics Section.


• Obtain briefing from Agency Administrator and/or outgoing Incident Commander, and

gather intelligence.

• Before your arrival, collect information from outgoing Logistics personnel responsible

for the incident.

• Identify service and support requirements for planned and expected operations.

• Participate in preparing the IAP.

• Ensure Communication Plan, Medical Plan, and Transportation Plan are updated and

provided to Planning Section.

Other Duties

• Advise on current service and support capabilities.

• Update Incident Commander on accomplishments and/or problems.

• Consider demobilization before the actual need to release excess section resources.

Service Branch Director (SVBD)

The Service Branch Director is responsible for managing all service activities at the incident.

The Service Branch Director supervises the operations of the Communications, Medical, and

Food Unit Leaders.


• Supervise Service Branch Leaders.

• Ensure Communications and Medical Plans are updated and provided to the Planning

Section.

Other Duties

• Advise on current service capabilities.

• Inform Logistics Section Chief of Branch activities.

• Update Logistics Section Chief on accomplishments and problems.

• Consider demobilization before the actual need to release excess Branch resources.


Communications Unit Leader (COML)

The Communications Unit Leader, under the direction of the Service Branch Director or

Logistics Section Chief, is responsible for developing plans for the effective use of incident

communications equipment and facilities; installing and testing communications equipment;

supervising the Incident Communications Center; distributing communications equipment to

incident personnel; and maintaining and repairing communications equipment.


• Establish adequate communications for the incident.

• Advise Operations Section on communications capabilities and limitations.

• Provide technical information, as required, on limitations and adequacy of

communications systems in use, equipment capabilities, equipment available, and

potential problems.

• Develop the daily Incident Radio Communications Plan (ICS 205).

Other Duties

• Establish the Communications Unit and Message Centers.

• Establish an equipment accountability system.

• Maintain records on communications equipment.

• Determine location of repeaters.

• Determine what communication networks are established or need to be established.

Incident Communications Technician (COMT)

The Incident Communications Technician works under the direction of the Communication Unit

Leader and is responsible for installing, maintaining, and tracking communications equipment.


• Assist in designing communications system for incident to meet operational needs.

• Install and test communications equipment.

• Clone or program radios.

• Repair and/or replace communications equipment.

Other Duties

• Issue and track communications equipment.

• Identify operational restrictions.


Incident Communications Center Manager (INCM)

The Incident Communications Center Manager is responsible for receiving and transmitting

radio and telephone messages among and between personnel and to provide dispatch services at

the incident.


• Establish communications procedures.

• Determine frequencies in use.

• Coordinate with local dispatch center to ensure information is transmitted.

• Keep track of critical cell phone, telephone, and satellite numbers.

Other Duties

• Set up Communications Center.

• Check out equipment to firefighters.

• Receive and transmit messages internally and externally.

• Maintain a record of unusual incident occurrences.

Radio Operator (RADO)

The Radio Operator works in the Communications Unit, under the Logistics Section. The

immediate supervisor for the Radio Operator is the Incident Communications Center Manager

who manages the Incident Communications Center (ICC). In the absence of an Incident

Communications Center Manager, the Communications Unit Leader will supervise the Radio

Operator position. The Communications Technician also works in the Communications Unit.

Often the Communications Technician requests assistance from the Radio Operator to help clone

and check out radios.


• Effectively communicate information to incident personnel following proper radio and/or

telephone procedures.

• Acknowledge requests and provide feedback.

• Use appropriate communication protocol when responding to emergency situations.

Other Duties

• Document all calls and radio transmissions.

• Correctly fill out and process appropriate forms (General Message (ICS 213), Status

Change Card (ICS 210), Radio Logs, Telephone Logs).

• Coordinate the efficient transfer of position duties when mobilizing to and demobilizing

from the incident.


Medical Unit Leader (MEDL)

The Medical Unit Leader is primarily responsible for developing the Medical Plan, obtaining

medical aid and transportation for injured or ill incident personnel, and preparing reports and

records.

The Medical Unit may also assist Operations in supplying medical care and assistance to civilian

casualties at the incident.


• Determine level of emergency medical activities performed before activating Medical

Unit.

• Prepare the Medical Plan (ICS 206).

• Prepare procedures for major medical emergencies.

• Declare major medical emergency(s) as appropriate.

• Provide medical aid, supplies, and transportation.

• Audit use of “over-the-counter” medications being dispensed by the Medical Unit to

discourage improper use or abuse.

Other Duties

• Prepare medical reports.

• Contact Compensation-For-Injury Specialist to establish coordination procedures.

• Provide space for Compensation-For-Injury Specialist as needed.

Food Unit Leader (FDUL)

The Food Unit Leader is responsible for determining feeding requirements at all incident

facilities and for menu planning, determining cooking facilities required, food preparation,

serving, providing potable water, and general maintenance of the food service areas.


• Obtain necessary equipment and supplies to operate food service facilities at Base and

Camps.

• Provide sufficient potable water to meet food service needs.

• Ensure appropriate health and safety measures are taken.

• Keep inventory of food on hand, and check in food orders.


Support Branch Director (SUBD)

The Support Branch Director is responsible for developing and implementing logistics plans in

support of the IAP. The Support Branch Director supervises the operations of the Supply,

Facilities, and Ground Support Units.


• Determine level of service needed to support operations.

Supply Unit Leader (SPUL)

The Supply Unit Leader is responsible for ordering personnel, equipment, and supplies;

receiving and storing all supplies for the incident; maintaining an inventory of supplies; and

servicing nonexpendable supplies and equipment.

Critical Safety Responsibilities:

• Develop and implement safety and security requirements.

Other Duties

• Arrange for receiving ordered supplies.

• Order, receive, store, and distribute supplies and equipment.

• Order personnel, supplies, and equipment as requested.

• Maintain inventory and accountability of supplies and equipment.

• Responsible for proper disposal of expendable supplies and hazardous wastes.

Ordering Manager (ORDM)

The Ordering Manager is responsible for placing all orders for supplies and equipment for the

incident.

• Establish ordering procedures.

• Identify incident personnel who have ordering authority.

• Verify what has already been ordered.

• Ensure order forms are filled out correctly.

• Place orders in a timely manner.

• Consolidate orders when possible.

• Keep Receiving/Distribution Manager informed of orders placed.

• Resolve ordering problems as they occur.


Receiving/Distribution Manager (RCDM)

The Receiving/Distribution Manager is responsible for receiving and distributing all supplies and

equipment (other than primary resources) and the service and repair of tools and equipment.


• Develop security needs for the supply area.

Other Duties

• Establish procedures for operating the supply area.

• Set up appropriate record system.

• Maintain inventory of supplies and equipment.

Facilities Unit Leader (FACL)

The Facilities Unit Leader is responsible for laying out and operating incident facilities (Base,

Camp(s), and ICP) and managing Base and Camp(s) operations. Each Base and Camp may be

assigned a manager.


• Provide facility maintenance services: sanitation, lighting, clean up, and potable water.

Other Duties

• Participate in Logistics Section/Support Branch planning.

• Determine requirements for each established facility.

• Prepare layouts of incident facilities.

• Provide Base and Camp Managers.

• Provide sleeping facilities.


Base/Camp Manager (BCMG)

The Base/Camp Manager is responsible for appropriate sanitation and facility management

services in the assigned Base or Camp.


• Ensure compliance with all applicable safety regulations.

• Determine or establish special requirements or restrictions on facilities or operations.

• Ensure that all facilities and equipment are set up and functioning properly.

• Supervise the setup of sleeping, shower, and sanitation facilities.

Other Duties

• Provide all necessary facility maintenance services.

Ground Support Unit Leader (GSUL)

The Ground Support Unit Leader is responsible for transporting personnel, supplies, food, and

equipment; fueling, servicing, maintaining, and repairing vehicles and other ground support

equipment; supporting out-of-service resources; and developing and implementing the Incident

Transportation Plan.


• Prepare a Transportation Plan for approval by the Logistics Section Chief (obtain traffic

data from the Planning Section).

• Mark and correct road system safety hazards, and maintain incident roads.

• Ensure driver familiarity with conditions. Coordinate with Safety Officer and Agency

Representatives.

• Conduct incident road system survey to determine traffic management and maintenance

requirements.

• Arrange for, activate, and document fueling, maintenance, and repair of ground

resources.

Other Duties

• Post signs at drop points, water sources, road junctions, etc.


Equipment Manager (EQPM)

The Equipment Manager provides service, repair, and fuel for all apparatus and equipment;

provides transportation and support vehicle services; and maintains records of equipment use and

service provided.


• Inspect equipment condition and ensure equipment is covered by an appropriate

agreement.

• Coordinate with Agency Representatives on service and repair as required.

• Determine supplies (gasoline, diesel, oil, and parts) needed to maintain equipment in

efficient operating condition.

Other Duties

• Provide transportation and support vehicles.

• Maintain Support Vehicle/Equipment Inventory (ICS 218).

• Maintain equipment rental records.

• Maintain equipment service and use records.

• Ensure all equipment time reports are accurate and turned in daily to the Equipment Time

Recorder.

Security Manager (SECM)

The Security Manager is responsible for providing safeguards needed to protect personnel and

facilities from loss or damage.


• Establish contacts with local law enforcement agencies. Contact the Liaison Officer or

Agency Representatives to discuss any special custodial requirements, which may affect

operations.

• Ensure personnel are qualified to manage security problems.

• Develop Security Plan for incident facilities.

• Coordinate security activities with appropriate personnel.

• Provide assistance in personnel problems or emergency situations through coordination

with Agency Representatives.


Logistics Guidelines

General

• Locate sleeping areas out of danger from vehicles, aircraft, and other equipment.

• Participate in the developing the Demobilization Plan.

• Control dust.

• Give high priority to environmental protection when locating incident facilities.

• Coordinate locations with the Agency Administrator.

• Develop and post an evacuation plan.

• Inspect facilities for safety and fire hazards on a regular basis and take corrective action

where needed.

• Consider need for computer support for resource ordering and inventory, and manage, if

provided.

Food Service

Compliance with health and sanitation requirements (OSHA, state, and local) is required in all

situations.

• Proper supervision is important to meet food service sanitation requirements.

Water Supply

Select a known, safe water supply or haul in water. Usually it is best to haul in water from a

domestic water supply. Otherwise, ensure that it is:

• Adequate, tested, and safe.

• Protected from contamination.

Sanitation Guide

• Local environmental regulations must be met.

• Suggested standards are one standard size (32-gallon) garbage can for every 20 persons

in an eating area and one can for every 40 persons in other areas.

• Provide adequate toilet facilities, and establish a regular inspection and maintenance

schedule to keep them clean.

• Locate toilets properly and treat them to eliminate flies and other insects.

• Suggested standards are one toilet for every 15 to 20 persons, with daily or more

frequently scheduled maintenance.

• Transportation

• Post direction signs on roads to facilities and drop points.


• Post signs at drop points.

• Carefully plan for transportation of personnel and tools to and from the fireline.

• Provide adequate rest for drivers.

• Isolate fuel storage areas and post signs to them.

• Develop a vehicle control plan, and strictly enforce it.

Communications

Preparing a Communications Plan is the first step towards providing a workable communications

system.

Set up incident communications in the following order of priority to meet safety and tactical

resource management needs:

1. Communications on fireline: tactical and command nets.

2. Communications between fireline and incident Base.

3. Air operations: ground to air and air to air.

4. Communications between Incident Communications Center and the nearest available

service center.

5. Communications in Base/Camp: logistics net.

6. Specialty systems, such as radio telephone interconnect (RTI) (voice), satellite (voice and

data), landline telephone (voice and data), Automatic Data Processing (ADP) capability,

data transmission by radio.

Communications Plan

A Communications Plan should be prepared for each operational period and should include:

• Incident Radio Communications Plan (ICS 205)

• Telephone facilities

• Number of lines

• Location of telephone(s)

Operating a Fire Communications System

• Use competent, qualified Incident Dispatchers.

• Use clear text in all radio communications.


Coordinating Radio Frequencies

It is very important to maintain system isolation and integrity of the communications system

within the incident. Coordination at the regional and national levels is often important to

maintain flexibility of all systems within national incident radio support caches. Radio

frequencies are a limited resource, and only those required to provide the incident with effective

communications should be used.

Procurement

• Coordinate with Procurement Unit Leader in the Finance/Administration Section.

Factors to Consider When Locating and Laying Out an Incident Base or Camp

The Logistics Section Chief should ensure that the following factors are included when assessing

potential sites and their subsequent selection.

• Environmental constraints: temporary and permanent effects.

• Ownership of land; written agreement to use site.

• Accessible from existing roads with right of way.

• Communications services available.

• Safety and sanitation, including areas free from smoke.

• Adequate space for facilities, equipment, and people.

• Proximity to fire: safety and travel time.

• Public interference: proximity to and access by the public.

• Water supply: how much, how far, etc.

• Existing facilities: usable, cost, protection needed, etc.

• Potential or planned use of additional Camps.


FINANCE/ADMINISTRATION

Organization Chart

Personnel Time Recorder (PTRC)

Commissary Manager (CMSY)

Time Unit Leader (TIME)

Equipment Time Recorder* (EQTR)

Incident Contract Project Inspector (ICPI)

Procurement Unit Leader (PROC)

Compensation-For-Injury Specialist (INJR)

Claims Specialist (CLMS)

Compensation/Claims Unit Leader (COMP)

Cost Unit Leader (COST)

FINANCE/ADMINISTRATION SECTION CHIEF (FSC1/2) Incident Business Advisor (IBA1/2)

*On some incidents, the Equipment Time Recorder is assigned to and reports to the Procurement

Unit Leader; however, this is a skilled position and can be assigned anywhere in the Incident

Command organization. Some managers prefer to keep all timekeeping under the Time Unit and

assign the Equipment Time Recorder to the Time Unit Leader.


Position Checklists

Finance/Administration Section Chief (FSC1/2)

The Finance/Administration Section Chief is responsible for all financial, administrative, and

cost analysis aspects of the incident and for supervising members of the Finance/Administration

Section.

• Develop an operating plan for the Finance/Administration Section; fill supply and

support needs.

• Review contacts, memoranda of understanding, and cooperative agreements for incident

impact and application.

• Determine need for commissary operation.

• Meet with assisting and cooperating agency representatives as required.

• Provide input on financial and cost-analysis matters.

Maintain daily contact with agency(s) administrative headquarters on financial matters.

• Ensure that personnel time records are transmitted to home agencies according to policy.

• Ensure that obligation documents initiated at the incident are properly prepared and

completed.

• Before leaving the incident, brief agency administrative personnel on incident-related

business management issues needing attention and followup.

• Act as liaison between the IMT and the Incident Business Advisor.

Time Unit Leader (TIME)

The Time Unit Leader is responsible for recording personnel time and managing the commissary

operation.

• Determine requirements for the time-recording function.

• Ensure that personnel time-recording documents are prepared daily and comply with

agency(s) policy.

• Establish commissary operation as required.

• Establish and maintain adequate records security.

• Before demobilization, release time reports from assisting agency personnel to the

respective Agency Representatives.

• Brief Finance/Administration Section Chief on current problems and recommendations,

outstanding issues, and followup requirements.

• Determine the need for Personnel Time Recorders, and order personnel as needed (with

Finance/Administrative Chief’s approval).


• Before demobilization, ensure that all personnel time logs and forms are complete

according to agency policy.

• Obtain Demobilization Plan, and ensure that Personnel Time Recorders are adequately

briefed on Demobilization Plan.

Personnel Time Recorder (PTRC)

Under supervision of the Time Unit Leader, the Personnel Time Recorder is responsible for

overseeing the recording of time for all personnel assigned to an incident.

• Establish and maintain a file for employee time reports within the first operational period.

• Initiate, gather, or update a time report for all personnel assigned to the incident for each

operational period.

• Ensure that all employee identification information is verified on the time report.

• Post personnel travel and work hours, transfers, promotions, specific pay provisions, and

terminations, to personnel time documents.

• Post all commissary issues to personnel time documents.

• Ensure that time reports are signed.

• Close out time documents before personnel leave the incident.

• Distribute all time documents according to agency policy.

• Maintain a daily log of excessive hours worked and give to Time Unit Leader.

Commissary Manager (CMSY)

Under the supervision of the Time Unit Leader, the Commissary Manager is responsible for

commissary operations and security.

• Set up and provide commissary operation to meet incident needs.

• Establish and maintain adequate commissary security.

• Request commissary stock through Supply Unit Leader (must have

Finance/Administration Section Chief approval).

• Maintain complete record of commissary stock, including invoices for material received,

issuance records, transfer records, and closing inventories.

• Maintain commissary issue records. Submit records to time recorder during or at the end

of each operational period.

• Use proper agency forms for record keeping. Complete forms according to agency

specification.

• Before demobilization, ensure that all records are closed out and commissary stock is

inventoried and returned to Supply Unit.


Procurement Unit Leader (PROC)

The Procurement Unit Leader is responsible for administering all financial matters pertaining to

vendor contracts, leases, and fiscal agreements.

• Review incident needs and any special procedures with Unit Leaders, as needed.

• Coordinate with local jurisdiction on plans and supply sources.

• Develop incident procurement procedures for local purchase.

• Prepare and sign contracts and agreements as needed.

• Establish contracts and agreements with local supply vendors as required.

• Ensure that a system is in place that meets agency property management requirements

and accounting for all new property purchases.

• Interpret contracts and agreements, and resolve claims or disputes within delegated

authority.

• Provide for coordination between the Ordering Manager, agency dispatch, and all other

procurement organizations supporting the incident.

• Coordinate with Compensation/Claims Unit on procedures for handling claims.

• Complete final processing of contracts and agreements, and process documents for

payment.

• Coordinate cost data, in contracts, with Cost Unit Leader.

• Brief Finance/Administration Section Chief on current problems and recommendations,

outstanding issues, and followup requirements.

• Determine the need for Equipment Time Recorders, and order personnel as needed (with

Finance/Administration Section Chief’s approval).

• Before demobilization, ensure that all procurement logs and forms are completed

according to agency policy.

• Obtain the Demobilization Plan, and ensure that the Equipment Time Recorders are

adequately briefed on the Demobilization Plan.


Equipment Time Recorder (EQTR)

Under supervision of the Procurement Unit or Time Unit Leader, the Equipment Time Recorder

is responsible for overseeing the recording of time for all equipment assigned to an incident.

• Assist Resources, Ground Support, and Facilities Units in establishing a system for

collecting equipment time reports.

• Post equipment time after each operational period.

• Prepare a payment document for equipment as required.

• Submit data to supervisor for cost effectiveness analysis as required.

• Maintain current posting on all charges or credits for fuel, parts, services, and

commissary.

• Verify all time data and deductions with owner or operator of equipment.

• Complete all forms according to agency specifications.

• Close out forms before demobilization; distribute copies per agency and incident policy.

Incident Contract Project Inspector (ICPI)

The Incident Contract Project Inspector represents the Contracting Officer Representative (COR)

and the Contracting Officer’s Technical Representative (COTR) to secure compliance with terms

and conditions of the contract and to notify the contractor of any deviations from contract

requirements.

• Provide subject matter expertise in the field to the incident supervisor of contracted

equipment (e.g., Equipment Manager, Equipment Inspector, Operations personnel) to

ensure contract requirements are met.

• Consult with the COR or COTR concerning matters that may require contract action.

Compensation/Claims Unit Leader (COMP)

The Compensation/Claims Unit Leader is responsible for the overall management and direction

of all administrative matters pertaining to compensation-for-injury and claims-related activities

related to an incident.

• Establish contact with Safety Officer, Liaison Officer, and Agency Representatives.

• Coordinate with Interagency Resource Representative, if any are assigned.

• Establish a compensation-for-injury work area within or as close as possible to the

Medical Unit.

• Determine the need for Compensation-For-Injury and Claims Specialists, and order

personnel as needed.

• Review Incident Medical Plan.

• Coordinate with Procurement Unit on procedures for handling claims.


• Periodically review logs and forms produced by the Compensation-For-Injury and Claims

Specialists to ensure compliance with agency requirements and policies.

• Obtain Demobilization Plan, and ensure that the Compensation-For-Injury and Claims

Specialists are adequately briefed on the Demobilization Plan.

• Before demobilization, ensure that all compensation-for-injury and claims logs and forms

are complete and routed to the appropriate agency for postincident processing.

Compensation-For-Injury Specialist (INJR)

Under the supervision of the Compensation/Claims Unit Leader, the Compensation-For-Injury

Specialist is responsible for administering financial matters resulting from serious injuries and

fatalities occurring on an incident. Close coordination is required with the Medical Unit.

• Colocate compensation-for-injury operations with those of the Medical Unit when

possible.

• Establish procedure with Medical Unit Leader for prompt notification of injuries or

fatalities.

• Establish contact with Safety Officer and Agency Representatives.

• Obtain copy of Medical Plan (ICS 206).

• Provide written authority, according to agency policy, for persons requiring medical

treatment.

• Ensure that correct agency forms are used.

• Provide correct billing forms for transmittal to doctor and hospital.

• Keep informed, and report on status of hospitalized personnel.

• Obtain all witness statements from Safety Officer and Medical Unit, and review for

completeness.

• Coordinate the analysis of injuries with the Safety Officer.

• Maintain log of all injuries occurring on the incident.

• Coordinate with appropriate agency(s) to look after injured personnel in local hospitals

after demobilization.


Claims Specialist (CLMS)

Under the supervision of the Compensation/Claims Unit Leader, the Claims Specialist is

responsible for managing all claims-related activities (other than injury) for an incident.

• Develop and maintain a log of potential claims.

• Initiate claim investigations.

• Request skilled investigation from appropriate agency, when needed.

• Ensure site and property in investigation are protected.

• Coordinate with investigation team as necessary.

• Obtain witness statements pertaining to claims.

• Review investigations for completeness and followup action needed by local agency.

• Keep the Compensation/Claims Unit Leader advised on existing and potential claims.

• Ensure use of correct agency forms.

• Document any incomplete investigations.

Cost Unit Leader (COST)

The Cost Unit Leader is responsible for collecting all cost data, performing cost-effectiveness

analyses, and providing cost estimates and cost-saving recommendations.

• Coordinate with agency on cost-reporting procedures.

• Collect and record all cost data.

• Prepare incident cost summaries.

• Prepare resource-use cost estimates for Planning Section.

• Recommend cost savings to Finance/Administration Section Chief.

• Maintain cumulative incident cost records.

• Complete all records before demobilization.

• Provide reports to Finance/Administration Section Chief.

Chapter 4 – Reference 109

CHAPTER 4 – REFERENCE

PORTABLE PUMPS AND HYDRAULICS

When considering the use of portable pumps and hose lays during fire suppression activities, it is

important to size up the situation and do some hydraulics calculations to determine where and

when to use a portable pump. Some items to consider are pump capability needed, adequacy of

water source, and the type of hose lay to use.

In determining required pumping capacity, it is necessary to consider factors, such as friction

loss due to length and diameter of hose, desired nozzle pressure, number of nozzles, type of

nozzle, and head pressure.

Formula for Determining Pump Pressure

Note: All references to pressure (pump pressure, nozzle pressure, head gain or loss, friction loss,

etc.) is in pounds per square inch (psi).

PDP = NP + or - H + FL where:

PDP = Pump Discharge Pressure at the discharge side of the pump.

NP = Pressure required at the nozzle for the most efficient operation.

Remember: The larger the nozzle tip, the more PDP (pump pressure) is needed to maintain a

given nozzle pressure.

H = Head. Add (+) if pumping uphill and subtract (-) if pumping downhill.

Remember: One (1) psi will raise (lift) water approximately 2 feet in elevation. Conversely, for

every 2-foot drop in elevation, about 1 psi will be gained. Head pressure is only determined by

change in elevation and is independent of hose size.

FL = Friction Loss

Remember: The smaller the hose, the higher the friction loss; the larger the hose, the lower the

friction loss. For example, a 1-inch hose has about seven times the friction loss as a 1½-inch

hose.

110 Chapter 4 – Reference

Reminders for Using Portable Pumps and Hose Lays

• A pump can be ruined in minutes if proper operational procedures are not followed.

• Do not use a longer suction hose than necessary.

• For good priming, remove any humps in the suction hose.

• Be alert for cavitation in the pump if you notice the sound of rolling marbles or see an

increase in rpm without a corresponding increase in pressure. This is often a result of

insufficient water supply to meet the demand.

• Keep your pump as close to your water source elevation as possible. The maximum

practical vertical lift (water source to the pump) for most pumps is 22 feet at sea level. As

lift is increased, pump performance decreases.

• Protect your pump from ingesting sand, silt, or gravel by using a suction strainer or foot

valve and putting the suction hose intake in a pail or on a shovel.

• Minimum working nozzle pressure is about 25 psi, but the recommended minimum is 50

psi.

• Use a check and bleeder valve, a shutoff valve, or gated wye valve near the pump on the

discharge side when pumping uphill to prevent draining your hose lay (by backflow)

when the pump is not running. Note: A check-and-bleeder valve operates automatically,

whereas a shutoff valve or gated wye must be operated manually.

• Know your water source. Some natural sites may have other water-use demands. Water

levels and flows can change on a daily basis. Check the pump site and available water

levels before conducting continuous operations.

Drafting Guidelines

Maximum practical lift with a good serviceable pump = 22 ft of lift at sea level

= 14 ft of lift at 8,000 ft elevation

Expected Output of Commonly Used Portable Pumps at Sea Level

Pump Type Pressure (psi) Flow (gal/min)

Waterous Floto-Pump 150 20

High Pressure Pump

(Mark 3, Wick 375)

150 65

Honda WX10 Free flow 37

Mini Striker 50 32


General Rules for Fireline Hydraulics

Pressure

1 psi = 2 ft of water lift (2.31 ft actual)

2 ft of head = 1 psi (0.86 psi actual)

50 ft of head = 25 psi (22 ft actual)

100 ft of head = 50 psi (43 ft actual)

Atmospheric pressure = 14.7 psi at sea level (29.92 in of mercury

(Hg))

1,000-ft elevation gain = ½ psi decrease in atmospheric pressure

= 1 in of mercury (Hg) decrease in atmospheric

pressure (1-in loss of vacuum)

= Decrease in drafting of 1 ft of water lift

Drafting

1 in of mercury (Hg) = 1 ft of water lift (1.13 ft actual)

= 22 ft of lift at sea level

= 15 ft of lift at 8,000 ft

Nozzle Pressure

Tips (except master streams) = 50 psi

Region 5 Forester (twin tip) nozzle = 50 psi

Combination (fog) nozzle = 100 psi

Water Weight and Volumes

Weight of water = 8 lb/gal (8.33 lb/gal actual)

Volume of water in 100-ft length of fire

hose

= 4 gal for 1-in hose

= 9 gal for 1½-in hose


Friction Loss by Hose Size and Type

Friction Loss per 100 Feet for Straight-Stream Tips and Combination (Fog) Nozzles

Straight Stream Tips (Nozzle Pressure = 50 psi)

Tip Orifice Size (in) 1/8 3/16 1/4 5/16 3/8 1/2

Flow (gal/min) 3 7 13 21 30 53

Hose Diameter (in) Friction Loss (psi)

Fri

ctio

n L

oss

Per

100

ft

(psi

)

5/8 2 11 34 84 180 551

3/4 1 6 19 46 99 303

1 0 1 4 11 23 69

1½ 0 0 1 1 3 10

Combination (Fog) Nozzles (Nozzle Pressure = 100 psi)

Flow (gal/min) 10 20 30 60 90 100

Hose Diameter (in) Friction Loss (psi)

Fri

ctio

n L

oss

Per

100 f

t (p

si)

5/8 20 80

180 720 1,620 2,000

3/4 11 44 99 396 891 1,100

1 3 10 23 90 203 250

1½ 0 1 3 13 28 35


Pump Pressures for 50-psi Nozzle Pressure

1-inch Hose


Flow (gal/min) 3.3 7.41 13.2 20.7 29.7 53

Friction Loss Per 100 ft

(psi) 0 1.4 4.4 10.7 22.1 70.2

Hose

Length (ft)

Nozzle

Above

Pump (ft) Required Pump Pressure (psi)

100 0 50 51 54 61 72 120

100 100 94 95 97 104 115 164

200 0 51 53 59 71 94 190

200 100 94 96 102 115 137 234

300 0 51 54 63 82 116 261

300 100 94 97 106 125 159 304

300 200 137 141 150 169 203 347

400 0 51 55 67 93 138 331

400 100 94 99 111 136 181 374

400 200 138 142 154 179 225 417

400 300 181 185 197 223 268 461

500 0 51 57 72 104 160 401

500 100 95 100 115 147 204 444

500 200 138 143 158 190 247 488

500 300 181 187 202 233 290 531

1,000 0 53 64 94 157 271 752

1,000 100 96 107 137 200 314 796

1,000 200 139 150 163 244 357 839

1,000 300 183 194 223 287 400 882

1,000 400 226 237 267 330 444 925

1,000 500 269 280 310 374 487 969

1,000 600 312 323 353 417 530 1,012


Pump Pressures for 50-psi Nozzle Pressure

1½-Inch Hose


Flow (gal/min) 3.3 7.41 13.2 20.7 29.7 53


(psi) 0 0.2 0.6 1.5 3.1 9.8

Hose

Length (ft)

Nozzle

Above


100 0 50 50 51 51 53 60

100 100 93 93 94 95 96 103

200 0 50 50 51 53 56 70

200 100 93 94 95 96 99 113

300 0 50 51 52 54 59 79

300 100 93 94 95 98 103 123

300 200 137 137 138 141 146 166

400 0 50 51 52 56 62 89

400 100 93 94 96 99 106 133

400 200 137 137 139 143 149 176

400 300 180 181 182 186 192 219

500 0 50 51 53 57 65 99

500 100 93 94 96 101 109 142

500 200 137 138 140 144 152 186

500 300 180 181 183 187 195 229

1,000 0 50 52 56 65 81 148

1,000 100 94 95 99 108 124 192

1,000 200 137 139 143 152 167 235

1,000 300 180 182 186 195 211 278

1,000 400 224 225 229 238 254 321

1,000 500 267 268 273 281 297 365

1,000 600 310 312 316 325 341 408


Pump Pressures for 50-psi Nozzle Pressure (Continued)

1½-Inch Hose


Flow (gal/min) 3.3 7.41 13.2 20.7 29.7 53


(psi) 0 0.2 0.6 1.5 3.1 9.8

Hose

Length (ft)

Nozzle

Above


2,000 0 51 54 62 80 112 247

2,000 100 94 97 105 123 155 290

2,000 200 137 140 149 167 198 333

2,000 300 181 184 192 210 242 377

2,000 400 224 227 235 253 285 420

2,000 500 267 270 279 296 328 463

2,000 600 311 314 322 340 371 506

2,000 700 354 357 365 383 415 550

2,000 800 397 400 409 426 458 593

3,000 0 51 56 68 95 143 345

3,000 100 94 99 112 138 186 388

3,000 200 138 142 155 182 229 432

3,000 300 181 186 198 225 272 475

3,000 400 224 229 241 268 316 518

3,000 500 268 272 285 311 359 561

3,000 600 311 316 328 348 402 605

3,000 700 354 359 371 398 446 648

3,000 800 397 402 415 441 489 691


FOAM

Foam Use

Low-expansion foams have proven to be valuable in the suppression of fire by increasing the

effectiveness of water.

• Foam solution can be used effectively with regular nozzles but is most effective with air-

aspirating nozzles or a compressed air foam system (CAFS).

• Foam has the ability to adhere to and cool fuels for a much longer period of time than

water. In addition, foam allows time for water to be absorbed by the fuels.

• Rates of application (including width and depth) depend upon wind, temperature, fuel

moisture, and fuel loading.

• In general, enough foam is required to fully coat exposed fuels and to sufficiently raise

fuel moistures.

Foam Mixture Rates

A 0.3 mixture (0.3 gallons of foam concentrate to 100 gallons of water) is the average

recommended for most situations regardless of the system being used (compressed air, air-

aspirating nozzles, or regular nozzles). However, mixture rates may vary from 0.1 of 1% used

during mop up to a full 1% for structure protection.

Note: More concentrate may be required if the water has a high mineral content, but the mixture

rate should never exceed 1%.

Mixture Rated By Application and Type of Equipment

Application

Foam-to-Water Mixture, in %

Compressed

Air System

Air-Aspirating

Nozzle Regular Nozzle

Direct Attack

Indirect Attack

Mop up

Structures

0.3

0.3

0.3

0.3

0.3–0.5

0.3–0.5

0.3–0.5

0.3–0.5

0.3–0.5

0.3–0.5

0.3–0.5

0.5


Foam for Direct Attack

• Place foam directly at the base of the flame.

• Use foam to coat burning materials. Leave a foam blanket over hot fuels to continue

wetting the fuels.

• When attacking the fire’s edge, also apply foam onto adjacent unburned fuels.

Foam for Indirect Attack

• Apply the foam directly in advance (within 5 feet) of the person setting the backfire.

• The foam line should be at least 2½ times as wide as the average flame height.

• Coat all sides of fuel when possible.

• The foam line can be reinforced and widened on the up wind side once the original

control line has been established and backfiring or burnout has begun.

Foam for Mop Up

• For best penetration, apply foam solution as you would a water stream.

• Use a high-pressure wet water mist to create a frothy foam for close in mop up. This

works extremely well on pitchy or punky material, duff, and litter.

• A mop up wand is very effective with foam solution for deep-seated fires in stumps,

landings, log decks, etc.

• “Forester” (See Region 5 Forester under Nozzle Pressure.) nozzles also work well with

foam solution in mop up.

Foam for Exposure Protection

• Foam is most effective when applied shortly before heat exposure. Apply enough foam in

advance of the fire to allow penetration, yet not so long that the foam evaporates and

dissipates. In general, foam applied by a compressed air system will last about 1 hour,

and foam applied by an air-aspirated nozzle will last about 30 minutes in hot weather.

• High-quality foaming agents will leave at least ½ inch of foam on all surfaces.

• Make the foam line 2 times as wide as the flame length when creating a foam line for

backfiring or burning out.

• When coating unburned fuels, use a wet foam that will penetrate and soak fuels down to

the soil.

• Foam is most effective when applied immediately before ignition.

• Coat exposed vertical fuels as high as the system being used will reach.


• Use foam that clings to a vertical surface when protecting trees, snags, log decks,

telephone poles, etc. Sufficient time must be allowed to thoroughly coat these fuels.

Apply foam in a radius 2 times the height of standing objects to be protected.

• Apply foam to the outside walls, eaves, roofs, columns, or other threatened surfaces when

protecting structures. Loft foam from a distance far enough away to avoid foam

breakdown.

Foam Safety

• Maintain communications between the nozzle operator and the engine using radio or

hand signals.

• Avoid contact with skin and clothes.

• Gloves and eye protection should be worn.

• If foam or foam solution gets into eyes, irrigate with water immediately.

• Follow the safety guidelines on the foam container.

• The use of CAFS requires special training.

• Use caution, as any surface covered with foam can be very slippery.

USE OF FIRELINE EXPLOSIVES

Advantages

• Rapid line construction with minimal personnel needs.

• Work well in steep, difficult terrain where fuels are light to moderate.

• Brush and debris is scattered rather than piled next to the line.

• Soil is loosened to facilitate line improvement and hotspotting.

• Line width is easily varied by the number of strands of explosive used.

• Produce a more environmentally acceptable fireline.

Disadvantages

• Limited availability of trained and experienced personnel.

• Requires that all personnel working on the fire be accounted for and removed from the

blasting area.

• Transporting the explosives presents unique problems.

• The need to provide security.

• Fireline explosives are becoming more expensive.

Note: Refer to the Fireline Explosives Production Comparisons table. Productivity comparison

charts for explosives appear later in this chapter.


HAZMAT CHECKLIST FOR INCIDENT BASE MANAGEMENT

• Be able to identify what materials may be classified as hazardous.

• Be familiar with transportation and storage of HazMat.

• Make sure HazMat storage areas have been selected and posted clearly in Camps or

Bases.

• Know local HazMat contacts and waste disposal sites, etc.

• Inform the Supply Unit Leader that this position has the responsibility for HazMat while

in a Camp setting as well as for HazMat being demobilized.

• It is critical that Supply Unit Leaders are in communication with cache personnel when

ordering and returning hazardous materials. Cache Demobilization Specialists can be

resource ordered or contacted for the proper handling and returning of any HazMat.

• The Demobilization Plan needs to include specific instructions by the Supply Unit Leader

for returning all hazardous materials to:

Cache(s)

Local host agency(s)

Local HazMat contractors

Hazardous waste disposal site


USE OF INMATE CREWS

Some states have access to inmate labor for fire operations. Situations may arise where inmates

are used on fires involving personnel from many agencies.

Although each state has specific rules governing the use of inmates, the following guidelines will

apply in most situations. Check with the inmate crew Liaison Officer, the officer-in-charge, or

the appropriate AREP for more specific information in your area.

• Crews on fireline are supervised by forest crew supervisors (resource boss or higher).

• Inmate crews are usually limited to use within the state where they are based although

some states have interstate agreements with neighboring states.

• Contact with inmates should be done through the corrections officer-in-charge in camp.

• Contact with inmates should be done through the forest crew supervisor on the fireline.

• Consult the officer-in-charge before giving direction to inmates.

• Keep relationships with inmates on a business basis. For example, do not play cards with,

carry messages for, bring gifts to, accept gifts from, or make purchases for the inmates.

• The officer-in-charge or other inmate Camp representative may act as liaison with Fire

Overhead on all matters pertaining to inmates (food, bedding areas, etc.).

• The officer-in-charge will remain with the crew while on the fireline. Any fire

suppression related problems, such as pumps, tools, drinking water, fire equipment, etc.,

are to be taken care of by Fire Overhead.

• Inmates should not be used in a “Squad Boss” type position, or given supervision over

fellow inmates.

• Inmate crews should be provided a separate sleeping area where they can be away from

other crews.

• Provide separate sleeping areas for male and female, and adult and juvenile, crews.

• Interspersing inmate crews with civilian crews on the fireline is generally permitted (but

not encouraged), provided the crew supervisor is aware of the situation at all times.

• Intermingling of inmates at the incident Base with civilians should only occur at meal

times.

• Inmates will be confined to the incident Base or Camp while offshift.

• Inmates shall not be allowed to handle explosives or detonating devices.

• Civilians and inmates shall have separate schedules for bathing.


PRODUCTION TABLES

Sustained Line Production Rates of 20-Person Crews in Feet per Hour*

Fire Behavior Fuel Model Type I

Direct

Type I

Indirect

Type II & II IA

Direct

Type II & II IA

Indirect

1 Short Grass

2 Open Timber Grass

1,122

(792–1,386)**

627

(508–746)

627

(174–660)

285

(174–380)

4 Chaparral 436

(330–528)

330

(178–482)

449

(80–640)

272

(178–376)

5 Brush 1,089

(924–1,254)

323

(244–403)

471

(304–682)

277

(178–376)

6 Dormant Brush

Hardwood Slash 1,089

(924–1,254)

323

(244–403)

471

(304–682)

277

(178–376)

8 Closed Timber Litter

9 Hardwood Litter

10 Timber Litter &

Understory

693

(594–792)

455

(396–515)

447

(370–448)

378

(255–452)

*Based on San Dimas Technology & Development Center, Tech Tip – 1151-1805P, Fireline

Production Rates, 2011. No data was collected in fuel models 3, 7, and 11 – 13.

**Numbers in parentheses are expected ranges of line production.

IA = Initial Attack

Sustained Line Production Rates of 20-Person Crews in Feet per Hour*

Fire Behavior Fuel Model

Crew

Type 1

Crew

Type 2

7 Southern Rough 264 132

11 Logging Slash, Light 990 594

12 Logging Slash, Medium 462 264

13 Logging Slash, Heavy 330 198

*Based on various sources from pre-1980.


Sustained Line Production Rates of 20-Person Crews in Chains per Hour*

Fire Behavior Fuel Model Type I

Direct

Type I

Indirect

Type II & II IA

Direct

Type II & II IA

Indirect

1 Short Grass

2 Open Timber Grass

3 Tall Grass

17

(12–21)**

9.5

(7.7–11.3)

10.0

(5.0–15.0)

4.2

(2.7–5.7)

4 Chaparral 6.6

(5–8)

5

(2.7–7.3)

7.0

(6.2–7.9)

4.2

(2.7–5.7)

5 Brush 16.5

(14–19)

4.9

(3.7–6.1)

7.0

(6.2–7.9)

4.2

(2.7–5.7)

6 Dormant Brush

Hardwood Slash 16.5

(14–19)

4.9

(3.7–6.1)

7.0

(6.2–7.9)

4.2

(2.7–5.7)

8 Closed Timber Litter

9 Hardwood Litter

10 Timber Litter &

Understory

10.5

(9–12)

6.9

(6.0–7.8)

7.0

(6.2–7.9)

4.2

(2.7–5.7)

*Based on San Dimas Technology & Development Center, Tech Tip – 1151-1805P, Fireline

Production Rates, 2011.

**Numbers in parentheses are expected ranges of line production.

IA = Initial Attack

Sustained Line Production Rates of 20-Person Crews in Chains per Hour*

Fire Behavior Fuel Model

Crew

Type I

Crew

Type II

7 Southern Rough 4 2

11 Logging Slash, Light 15 9

12 Logging Slash, Medium 7 4

13 Logging Slash, Heavy 5 3

*Based on various sources from pre-1980.


Line Production Rates for Initial Action by Hand Crews in Chains per Person per Hour

Fire Behavior Fuel Model Specific Conditions Construction Rate

(in chains per person

per hour)

1 Short Grass Grass

Tundra

4.0

1.0

2 Open Timber/Grass Understory All 3.0

3 Tall Grass All 0.7

4 Chaparral Chaparral

High Pocosin

0.4

0.7

5 Brush All 0.7

6 Dormant Brush/Hardwood Slash Black Spruce

Others

0.7

1.0

7 Southern Rough All 0.7

8 Closed Timber Litter Conifers

Hardwoods

2.0

10.0

9 Hardwood Litter Conifers

Hardwoods

2.0

8.0

10 Timber (Litter & Understory) All 1.0

11 Logging Slash, Light All 1.0

12 Logging Slash, Medium All 1.0

13 Logging Slash, Heavy All 0.4

Note: These rates are to be used for estimating initial action productivity only. Do not use these

rates to estimate sustained line construction, burnout, and holding productivity. Initial action may

consist of scratch line construction and hotspotting.


Line Production Rates for Initial Action by Engine Crews in Chains per Crew per Hour

Fire Behavior Fuel Model Specific Conditions

Chains Per Crew Hour

Number of Persons in Crew

1 2 3 4 5+

1 Short Grass Grass

Tundra

6

2

12

8

24

15

35

24

40

30

2 Open Timber/Grass

Understory

All 3 7 15 21 25

3 Tall Grass All 2 5 10 14 16

4 Chaparrel Chaparrel

High Pocosin

2

2

3

4

8

10

15

15

20

18

5 Brush (minimum 2 ft tall) All 3 6 12 16 20

6 Dormant Brush/Hardwood

Slash

Black Spruce

Others

3

3

6

6

10

12

16

16

20

20

7 Southern Rough All 2 5 12 16 20

8 Closed Timber Litter Conifers

Hardwoods

3

10

8

30

15

40

20

50

24

60

9 Hardwood Litter Conifers

Hardwoods

3

8

7

25

12

40

18

50

22

60

10 Timber (Litter &

Understory)

All 3 8 12 16 20

11 Logging Slash, Light All 3 8 12 16 20

12 Logging Slash, Medium All 3 5 10 16 20

13 Logging Slash, Heavy All 2 4 8 15 20

Note: These rates are to be used for estimating initial action productivity only. Do not use these

rates to estimate sustained line construction, burnout, and holding productivity. Initial action may

consist of scratch line construction and hotspotting.


Fireline Explosives Production Comparisons

Production Rate Comparison between a 7-Person Fireline Explosives Crew and a

20-Person Hand Crew over a 10-Hour Shift

Fuel Type

Constructed Fireline (in chains)

Explosives Crew Hand Crew

Grass 360 360

Second-Growth Conifers 240 180

Light Slash 210 90

Heavy Slash 120 45

Note: This is based upon Washington State Department of Natural Resources experience.


Dozer Fireline Construction Rates (Single Pass) in Chains per Hour

Fire Behavior

Fuel Model

Up or Down

Slope

Slope Class

1

0–25%

Slope Class

2

26–40%

Slope Class

3

41–55%

Slope Class

4

56–74%

Type III Dozer

1, 2

Up

Down

55–90

90–110

30–55

90–110

8–30

20–90

0–8

0–20

3, 5, 8 Up

Down

45–70

70–80

25–45

65–80

2–25

0–65

0–2

0

4.00 Up

Down

20–35

35–40

10–20

25–40

0–10

0–25

0

0

6, 7, 9 Up

Down

35–55

55–60

15–35

40–60

0–15

0–40

0

0

11, 12 Up

Down

15–25

25–30

7–15

10–30

0–7

0–10

0

0

10, 13 Up

Down

8–15

10–15

3–8

5–10

0–3

0–5

0

0

Type II Dozer

1, 2

Up

Down

85–125

125–145

60–85

130–145

30–60

75–130

0–30

0–75

3, 5, 8 Up

Down

70–105

105–120

45–70

105–120

15–45

55–105

0–15

0–55

4.00 Up

Down

35–60

60–75

20–35

65–76

2–20

20–65

0–2

0–20

6, 7, 9 Up

Down

50–85

85–100

30–50

85–100

7–30

40–85

0–7

0–40

11, 12 Up

Down

25–40

40–55

15–25

45–55

1–15

0–45

0–1

0

10, 13 Up

Down

10–20

20–25

7–10

20–25

0–7

0–20

0

0

Type I Dozer

1, 2

Up

Down

100–140

140–155

70–100

140–155

35–70

85–140

0–35

0–85

3, 5, 8 Up

Down

75–110

110–130

50–75

110–130

20–50

55–110

0–20

0–55

4.00 Up

Down

45–70

70–80

30–45

75–85

8–30

25–75

0–8

0–25

6, 7, 9 Up

Down

65–95

95–110

40–65

90–110

15–40

50–90

0–15

0–50

11, 12 Up

Down

35–55

55–65

20–35

55–65

3–20

6–55

0–3

0–6

10, 13 Up

Down

20–35

35–40

9–20

30–40

0–9

0–30

0

0


Dozer Fireline Construction Rates (Single Pass) in Chains Per Hour (Continued)

Note: Production rates are not precise but vary with conditions. The higher rate can be applied

for situations involving:

• Newer dozers (1975 and later)

• Dozers in excellent operating condition

• Most-qualified operators

• Temperatures below 90 °F

• Moist soil, few or no rocks

• No lost time

• Indirect fireline

• Average fire behavior

• Daylight operations

• Less resistive vegetative types within each fire behavior fuel model

Dozer Horse Power Examples

Type I HEAVY

200 Minimum Horse Power D-8, D-7, JD-950

Type II MEDIUM

100 Minimum Horse Power D-5N, D-6N, JD-750

Type III LIGHT

50 Minimum Horse Power JD-450, JD-550, D-3, D-4

Minimum standards for personnel with dozers will differ depending on fuel type, terrain, and

resource configuration. Dozer strike teams may use team leader in place of additional personnel

per dozer. Fuel requiring burnout and terrain that requires scouting demands two personnel per

dozer.


Tractor Plow Fireline Production Rates in Chains per Hour

Drag or Mounted Plow, Appropriate Blade, Level to Rolling Terrain

Fire

Behavior

Fuel Model

Tractor Plow Type

1 2 3 4 5 6

(165 HP)

D-7,

JD-850 &

Larger

(140 HP)

D-6, JD-750,

TD-15,

Case 1450

(120 HP)

D-5H,

D-4H,

Case 1150

(90 HP)

D-4,

JD-650,

D-5C

(70–80 HP)

JD-450,

D-4C

(42–60 HP)

JD-350,

D-3,

JD-400

1 240 240 240 200 180 80

2 180 180 180 140 120 80

3 180 180 180 120 100 70

4 80 80 60 40 20 0

5 160 160 160 100 80 40

6 120 120 100 60 40 20

7 160 160 160 120 100 60

8 180 180 180 120 100 70

9 180 180 180 120 100 70

10 100 100 80 50 40 20

Mountainous terrain, 60% or less slope, front- and rear-mounted plow, downhill

plowing

8 — — — 50 40 20

9 — — — 50 40 20

Mountainous terrain, 60% or less slope, using ripper attachment, up/down slope

fireline construction

1, 2, 3 20/30 10/30 0/30 — — —

4, 6, 12, 13 10/20 5/10 0/5 — — —

5, 7, 8–10, 11 12/25 8/15 0/10 — — —

— = Not applicable


INTERAGENCY CREW QUALIFICATIONS AND EQUIPMENT STANDARDS

Minimum Crew Standards for National Mobilization

Minimum Standards Type 11 Type 2 with

Initial Attack Capability

Type 2

Fireline Capability Initial Attack – Can be

broken up into squads,

fireline construction,

complex firing operations

(backfire)

Initial Attack – Can be

broken up into squads,

fireline construction, firing

to include burnout

Initial Attack – Fireline

construction, firing as

directed

Crew Size 18–20 18–20 18–20

Leadership Qualifications Permanent supervision:

Supt.: TFLD, ICT4, FIRB

Asst. Supt.: STCR, ICT4

3 Squad Bosses: ICT5

2 Senior Firefighters: FFT1

Crew Boss: CRWB

3 Squad Bosses: ICT5

Crew Boss: CRWB

3 Squad Bosses: FFT1

Language Requirement All senior leadership, including Squad Bosses and higher, must be able to read and

interpret the language of the crew as well as English.

Experience 80% 1 season 60% 1 season 20% 1 season

Full-Time Organized Crew Yes (work and train as a unit

40 h per week)

No No

Communications 5 programmable radios 4 programmable radios

Sawyers 3 agency-qualified 3 agency-qualified None

Training As required by the

Interagency Hotshot Crew

Guide or agency policy

before assignment

Basic firefighter training

and/or Annual Fireline

Safety Refresher Training

before assignment

Basic firefighter training

and/or Annual Fireline

Safety Refresher Training

before assignment

Logistics Crew level agency

purchasing authority

No purchasing authority No purchasing authority

Maximum Weight 5,300 lb 5,300 lb 5,300 lb

Dispatch Availability Available nationally Available nationally Variable

Production Factor 1.0 .8 .8

Transportation Own transportation Transportation needed Transportation needed

Tools & Equipment Fully equipped Not equipped Not equipped

Personal Gear Arrives with: Crew first aid kit, personal first aid kit, headlamp, 1-qt canteen, web

gear, sleeping bag

Personal Protective

Equipment (PPE)

All standard designated fireline PPE

Certification Must be annually certified

by the local host Unit

Agency Administrator or

designee before being made

available for assignment.

N/A N/A

1An Interagency Hotshot Crew (IHC) is a Type I crew that exceeds the Type I standards as required by

the Interagency Hotshot Crew Operations Guide (2011) in the following categories:

• Permanent supervision with 7 career appointments (Superintendent, Assistant Superintendent, 3

Squad Bosses).

• IHCs work and train as a unit 40 hours per week.

• IHCs are a national resource.

N/A = Not applicable


NWCG Engine and Water Tender Typing (Minimum Requirements)

Requirements

Engine Type

Structure Wildland

1 2 3 4 5 6 7

Tank minimum capacity (gal) 300 300 500 750 400 150 50

Pump minimum flow (gal/min) 1,000 500 150 50 50 50 10

At rated pressure (psi) 150 150 250 100 100 100 100

Hose: 2½-inch 1,200 1,000 — — — — —

1½-inch 500 500 1,000 300 300 300 —

1-inch — — 500 300 300 300 200

Ladders per NFPA 1901 Yes Yes — — — — —

Master stream 500 gal/min. Yes — — — — — —

Pump and roll — — Yes Yes Yes Yes Yes

Maximum GVWR (lb) — — — — 26,000 19,500 14,000

Personnel (minimum) 4 3 3 2 2 2 2


NFPA = National Fire Protection Association

GVWR = gross vehicle weight rating

Requirements

Water Tender Type

Support Tactical

S1 S2 S3 T1 T2

Tank capacity (gal) 4,000 2,500 1,000 2,000 1,000

Pump minimum flow (gal/min) 300 200 200 250 250

At rated pressure (psi) 50 50 50 150 150

Maximum refill time (minutes) 30 20 15 — —

Pump and roll — — — Yes Yes

Personnel (minimum) 1 1 1 2 2


Note:

1. All types shall meet Federal, state, and agency requirements for motor vehicle safety standards, including

all gross vehicle weight ratings (GVWR) when fully loaded.

2. Type 3 engines and tactical water tenders shall be equipped with a foam proportioner system.

3. All water tenders and engine Types 3 through 6 shall be able to prime and pump water from a 10-foot lift.

4. Personnel shall meet the qualification requirements of NWCG’s National Interagency Incident

Management System: Wildland Fire Qualification System Guide (PMS 310-1, June 2012).


Common Additional Needs for Engines and Tenders (Request As Needed)

• All-wheel drive (includes four-wheel drive)

• High-pressure pump (250 psi at one-half flow of Type)

• Foam proportioner

• Compressed Air Foam System (CAFS) 40 ft3/min minimum

• Additional personnel


Air Tankers

Resource Components

Minimum Standards for Type

Type 1 Type 2 Type 3 Type 4

Air Tankers Minimum capacity (gal) 3,000 1,800–2,999 800–1,799 Less than 800

Examples: P-3 DC-6 S-2F Air Tractor

DC-7 P2-V AT-802F Dromader

C-130

(MAFFS)*

CL-215/415 Thrush

*Modular Airborne Fire Fighting System

Note: Tanker capacity standards may vary by agency.

Adapted from the Interagency Aerial Supervision Guide (PMS 505, January 2011).

Helicopters

Components Type 1 Type 2 Type 3

Allowable payload at 59 °F at sea level 5,000 2,500 1,200

Passenger seats 15 or more 9–14 4–8

Retardant or water-carrying capability (gal) 700 300 100

Maximum gross takeoff and landing weight (lb) 12,501+ 6,000–12,500 Up to 6,000

Examples Bell 214 Bell 204, 205, 212 Bell 206

Helitanker • Fixed tank

• Certified by Air Tanker Board

• 1,100 minimum gallon capacity


OTHER REFERENCES

Clear-Text Guide

Words and Phrases Application – Examples

Standard Replies

Affirmative Yes

Can handle Used with the amount of equipment needed to handle the incident.

Example: “Waverly 3 can handle with units now at scene.”

Copy, Copies Used to acknowledge message received.

Example: “Engine 3 copies.”

Disregard Self-explanatory

Proceed Indicates another unit may transmit.

Example: “Go ahead Essex 50.”

How do you copy? Request for report on transmission quality.

Loud and clear Self-explanatory

Negative No

Repeat Self-explanatory

Standby Self-explanatory

Unreadable Signal received is not clear.

Status Reporting

At scene Used when units arrive at the scene of an incident.

Assigned State where and what the assignment is.

Available (location) Ready to respond to calls. Location is optional.

Available at residence Used to indicate personnel are available and oncall at home.

Available at scene No longer needed at scene and are available to respond to other

calls.

En route (location) Used to designate a nonemergency destination. En route is not

substitute for responding.

In-quarters (location) Used to indicate that a resource is at station.

Example: “Engine 7 in quarters, Charlottesville.”

In-service Unit is operating, but not in response to a dispatch.

Off duty (location) Used to sign off when going off duty and are unavailable for calls.

Out-of-contact (location) Indicates unit is still on duty, but out of radio contact at the

location specified.

Out-of-service (location is

optional)

Indicates unit is not available due to mechanical problems.

Respond, responding Used in dispatch – proceed to or proceeding to an incident.

Example: “Salem 4, responding to…” or “Salem 4, respond to…”

Return to, returning to Used to direct units that are available to a station or other location.


Clear-Text Guide (Continued)

Words and Phrases Application – Examples

Informational

Burning operation (specify if

illegal)

Indicates a legal fire unless otherwise specified.

Call __________by phone. Self-explanatory

Contact ________ message. Relay message to person named.

Emergency traffic Used to gain control of the radio frequency to report an

emergency in progress or a new incident. Used by Base.

False alarm Self-explanatory

Fire Fire emergency requiring a response. Specify structure, field,

forest, etc.

Fire under control Self-explanatory

Is ________ available for a

phone call?

Self-explanatory

Let me talk to __________. Self-explanatory

No smoke or fire Response to “report on conditions,” if appropriate.

Report on conditions Specify location if needed.

Example: “Wise 3 to Lee 2, report on conditions, Jonesville

Fire.”

Resume normal traffic Self-explanatory.

Used by Base.

Signing on, signing off Self-explanatory.

Used by Base.

Smoke Suspected or unconfirmed fire.

Weather Specify report or forecast.

What is your location? Self-explanatory


ICS Map Display Symbols

From National Interagency Incident Management System: Basic Land Navigation (PMS 475,

June 2007), chapter 1.


ICS Map Display Symbols (Continued)

Note: GIS symbology from Geospatial Information Systems Standard Operating Procedures on

Incidents, PMS 936. Current symbology can be found on the NWCG GIS Web site at:

http://gis.nwcg.gov/gstop_sop.html.

http://gis.nwcg.gov/gstop_sop.html



Conversion Factors for Map Scale

Representative

Fraction

Inches

Per Mile

Inches

Per Chain

Feet

Per Inch

1: 253,440 1/4 0.00312 21,120

1: 126,720 l/2 0.00625 10,560

1: 63,360 1 0.0125 5,280

1: 31,680 2 0.025 2,640

1: 24,000 2 5/8 or 2.64 0.0328 2,000

1: 21,120 3 0.375 1,760

1: 15,840 4 0.05 1,320

1: 7,920 8 0.10 660

Formula for Area and Circumference of a Circle

Circle, Area

or

= 3.1416 x radius squared

Circle, Circumference = 3.1416 x diameter


Acreage Determination Factors

Perimeter Table

Instructions for the use of the following table:

• Use the Perimeter Table as a guide to estimate areas and perimeters. Remember that

results are approximate values only and have been rounded off.

• Fires that are roughly circular in shape will have perimeters that approach Minimum

values.

• Fires that are very long and narrow or with many fingers will have perimeters that

approach or possibly exceed Maximum values.

• Values in the Usual column will represent fires that are oval or wedge shaped.

Acres

Minimum

Perimeter

(in chains)

Usual

Perimeter

(in chains)

Maximum

Perimeter

(in chains) Acres

Minimum

Perimeter

(in chains)

Usual

Perimeter

(in chains)

Maximum

Perimeter

(in chains)

1

2

3

4

5

7

10

15

20

25

30

40

50

75

100

150

200

300

400

500

600

11

16

19

22

25

30

36

45

50

55

60

70

80

100

110

140

160

200

225

250

275

17

24

29

34

38

45

53

65

75

85

90

105

120

150

170

200

240

300

350

375

425

22

32

39

45

50

59

71

85

100

110

125

140

160

190

220

280

320

400

450

500

550

700

800

900

1,000

1,200

1,400

1,600

1,800

2,000

2,400

2,800

3,200

3,600

4,000

5,000

6,000

7,000

8,000

9,000

10,000

12,000

300

320

340

350

400

425

450

475

500

550

600

625

675

700

800

850

950

1,000

1,050

1,100

1,250

450

475

500

525

600

625

675

725

750

825

875

950

1,000

1,075

1,200

1,300

1,400

1,500

1,600

1,700

2,000

600

625

675

700

775

850

900

950

1,000

1,100

1,175

1,275

1,350

1,425

1,600

1,700

1,900

2,000

2,100

2,250

2,500


Area in Acres

Instructions for the use of the following table:

The Area in Acres table is to help you estimate the area of a fire. To use the table, pace the

distance around the fire in chains (1 chain = 66 feet), and determine the general shape of the fire.

Select the column (1–6) that best fits the fire’s shape, and read the acreage for the paced

perimeter shown in the left column.

Explanation of columns representing shapes of fires:

1. Fire in the general shape of a circle.

2. Fire in the shape of either a square or rectangle that is not more than twice as long as it is

wide, with a moderately irregular perimeter.

3. Fire in the shape of a rectangle, about three times longer than it is wide. This column also

gives the area of a triangle with a moderately irregular perimeter.

4. Fire in the shape of a rectangle about four times longer than it is wide and having a fairly

irregular perimeter.

5. Fire that is long and narrow with an irregular perimeter.

6. Fire with two or three long fingers or a very irregular perimeter.


Area in Acres (Continued)

Perimeter in Chains

Paced

Perimeter

1 2 3 4 5 6

1 .01 .01 .01 .01 .01 .01

2 .03 .02 .02 .02 .01 .01

3 .06 .05 .04 .04 .03 .02

4 .11 .10 .08 .06 .05 .03

5 .17 .15 .12 .10 .07 .05

6 .25 .22 .18 .14 .11 .07

7 .34 .29 .24 .20 .15 .10

8 .45 .38 .32 .26 .19 .13

9 .57 .49 .40 .32 .24 .16

10 .7 .6 .5 .4 .3 .2

12 1.0 .8 .7 .6 .4 .3

14 1.4 1.2 1.0 .8 .6 .4

16 1.8 1.5 1.3 1.0 .8 .5

18 2.3 1.9 1.6 1.3 1.0 .6

20 2.8 2.4 2.0 1.6 1.2 .8

22 3.4 2.9 2.4 1.9 1.4 1.0

24 4.0 3.5 2.9 2.3 1.7 1.2

26 4.7 4.1 3.4 2.7 2.0 1.3

28 5.5 4.7 3.9 3.1 2.3 1.6

30 6.3 5.4 4.5 3.6 2.7 1.8

32 7.2 6.1 5.1 4.1 3.1 2.1

34 8.1 6.9 5.8 4.6 3.5 2.3

36 9.1 7.8 6.5 5.2 3.9 2.6

38 10.1 8.7 7.2 5.8 4.3 2.9

40 11.2 9.6 8.0 6.4 4.8 3.2

42 12. 11. 9. 7. 5. 3.5

44 14. 12. 10. 8. 6. 4.

46 15. 13. 11. 8.5 6. 4.

48 16. 14. 11.5 9. 7. 4.5

50 17. 15. 12. 10. 7. 5.

60 25. 21. 18. 14. 11. 7.

70 34. 30. 25. 20. 15. 10.

80 45. 38. 32. 26. 19. 13.

90 57. 49. 40. 32. 24. 26.

100 70. 60. 50. 40. 30. 20.


Conversion Factors

Linear Measure

Chain = 66 feet

= 100 links

= 20.1168 meters

Foot (ft) = 12 inches

= 0.3048 meters

Inch (in) = 2.54 centimeters

Kilometer (km) = 0.62317 statute miles

= 1,093.6 yards

= 3,280.8 feet

Link = 0.66 feet

= 7.92 inches

= 0.2012 meters

Meter (m) = 3.2808 feet

= 39.37 inches

Mile, statute (mi) = 5,280 feet

= 1,760 yards

= 80 chains

= 1.60934 kilometers

= 0.8684 nautical miles

Mile, nautical = 6,080 feet

= 2,026.7 yards

= 92.12 chains

= 1.8532 kilometers

= 1.1515 statute miles

Yard (yd) = 3 feet

= 36 inches

= 0.9144 meters


Conversion Factors (Continued)

Square (Area) Measure

Acre (a) = 43,560 square feet

= 4,840 square yards

= 10 square chains

= 208.7 x 208.7 feet

= 0.405 hectares

Hectare (ha) = 10,000 square meters

= 2.4 acres

= 328.1 x 328.1 feet

Square foot (ft2) = 144 square inches

Square mile (mi2) = 640 acres

Township (T.) = 36 square miles

= 6 x 6 miles

Square yard (yd2) = 9 square feet

= 1,296 square inches

Cubic (Volume) Measure

Cubic foot (ft3) = 7.4805 gallons

= 1,728 cubic inches

= 28.316 liters

Cubic yard (yd3) = 27 cubic feet

= 200.3 gallons

= 764.53 liters

Cup = 8 ounces

Gallon (gal) = 8.33717 pounds

= 0.133680 cubic feet

= 4 quarts

= 128 ounces

= 3.7853 liters

Liter (L) = 0.264179 gallons

= 1.567 quarts

= 33.8144 ounces

Pint (pt) = 2 cups

= 16 ounces

= 0.47315 liters

Quart (qt) = 2 pints

= 32 ounces

= 0.9463 liters


Incident Command System Forms

Forms that are routinely used in the Incident Command System (ICS) are listed below. Those

marked with an (*) are commonly used in written Incident Action Plans (IAPs).

ICS Form Number Form Title

201 Incident Briefing

202 (*) Incident Objectives

203 (*) Organization Assignment List

204 (*) Assignment List

205 (*) Incident Radio Communications Plan

206 (*) Medical Plan

207 Incident Organizational Chart

209 Incident Status Summary

210 Resource Status Change

211 Incident Check-in List

212 Incident Demobilization Vehicle Safety Inspection

213 General Message

214 Activity Log

215 Operational Planning Worksheet

215A Incident Action Plan Safety Analysis

216 Radio Requirements Worksheet

217 Radio Frequency Assignment Worksheet

218 Support Vehicle/Equipment Inventory

219 Resource Status Card (T-Card)

220 (*) Air Operations Summary Worksheet

221 Demobilization Check-out

224 Crew Performance Rating

225 Incident Personnel Performance Rating


Resource Status Card

Colors and Uses

Card Color Kind of Resource Form Number

Gray Headers 219-1

Green Hand crews 219-2

Rose Engines 219-3

Blue Helicopters 219-4

White Personnel 219-5

Orange Aircraft, fixed wing 219-6

Yellow Dozers, tractor plows 219-7

Tan Miscellaneous equipment and Task Forces 219-8


Distances and Formulas for Estimating Fire Size

Distances

• 1 pace = 2 normal steps

• 11–13 level paces = 1 chain

• 66 feet = 1 chain

• 80 chains = 1 mile

• 10 square chains = 1 acre

• 1 acre = approximately 220 x 220 feet

• 1 acre = 43,560 square feet

• 640 acres = 1 square mile

Formulas

• Area of squares and rectangles = L x W (L = Length, W = Width)

• Area of triangles = ½ (L x W)

• Area of circles = 3.1416 x radius squared

• Compute acres =

= Acres


What the Color and Column of Smoke May Mean

What You See What It May Mean

The smoke column is thin, rising lazily, and the

color is light blue to gray.

Probably a campfire.

The smoke column is narrow, thin, and dark

gray to black.

Could be diesel-powered heavy logging or

construction equipment.

The smoke column is small, thick, and white in

color.

This may mean a small grass fire. If the smoke

puffs up every so often, it may mean someone

is burning leaves or grass and “feeding” it.

The smoke is widening at the base, and it is

predominantly white, but starting to turn brown

or black on its downwind side.

This may indicate the fire is spreading in grass

and moving unto heavier fuels. Dead brush will

burn with a dark brown color; brush with a

higher oil content will burn black.

The column of smoke is thick and black, with

no spread to the base.

This could be a structure or vehicle fire. It may

also be tires burning.

The smoke is black, but some white or light

brown is showing away from the main column.

This may mean your vehicle or structure fire

has moved into the grass burning.

The column is going straight up. There is little or no wind on the fire.

The column is going up, but the top of the

smoke is bent over.

There is little surface wind, but there is wind

where the smoke bends. Beware, that wind may

surface at any time.

The smoke is bent over at the ground and

building in volume and intensity.

The fire is wind-driven, with a good fuel

supply.

The smoke has built to several thousand feet,

and a small white cloud has formed on the top.

Fire may be or become plume-dominated, and

large fire growth is possible.


Fire Suppression Interpretations from Flame Length

Flame Length Interpretation

Less than 4 feet Fires can generally be attacked at the head or flanks by firefighters using

hand tools. Handline should hold fire.

4 to 8 feet Fires are too intense for direct attack on the head with hand tools. Handline

cannot be relied on to hold the fire. Bulldozers, engines, and retardant

drops can be effective.

8 to 11 feet Fire may present serious control problems: torching, crowning, and

spotting. Control efforts at the head will probably be ineffective.

More than 11 feet Crowning, spotting, and major fire runs are probable. Control efforts at the

head of the fire are ineffective.


Wildland Fire Risk and Complexity Assessment

The Wildland Fire Risk and Complexity Assessment should be used to evaluate firefighter safety issues,

assess risk, and identify the appropriate incident management organization. Determining incident

complexity is a subjective process based on examining a combination of indicators or factors. An

incident’s complexity can change over time; incident managers should periodically re-evaluate incident

complexity to ensure that the incident is managed properly with the right resources.

Instructions:

Incident Commanders should complete Part A and Part B and relay this information to the Agency

Administrator. If the fire exceeds initial attack or will be managed to accomplish resource management

objectives, Incident Commanders should also complete Part C and provide the information to the Agency

Administrator.

Part A: Firefighter Safety Assessment

Evaluate the following items, mitigate as necessary, and note any concerns, mitigations, or other information.

Evaluate these items Concerns, mitigations, notes

LCES

Fire Orders and Watch Out Situations

Multiple operational periods have occurred

without achieving initial objectives

Incident personnel are overextended mentally

and/or physically and are affected by

cumulative fatigue.

Communication is ineffective with tactical

resources and/or dispatch.

Operations are at the limit of span of control.

Aviation operations are complex and/or

aviation oversight is lacking.

Logistical support for the incident is

inadequate or difficult.


Part B: Relative Risk Assessment Values Notes/Mitigation

B1. Infrastructure/Natural/Cultural Concerns Based on the number and kinds of values to be protected, and the

difficulty to protect them, rank this element low, moderate, or high.

Considerations: key resources potentially affected by the fire such as

urban interface, structures, critical municipal watershed, commercial timber, developments, recreational facilities, power/pipelines,

communication sites, highways, potential for evacuation, unique natural

resources, special-designation areas, T&E species habitat, cultural sites, and wilderness.

L M H

B2. Proximity and Threat of Fire to Values Evaluate the potential threat to values based on their proximity to the

fire, and rank this element low, moderate, or high. L M H

B3.Social/Economic Concerns Evaluate the potential impacts of the fire to social and/or economic

concerns, and rank this element low, moderate, or high.

Considerations: impacts to social or economic concerns of an individual, business, community or other stakeholder; other fire management

jurisdictions; tribal subsistence or gathering of natural resources; air

quality regulatory requirements; public tolerance of smoke; and restrictions and/or closures in effect or being considered.

L M H

Hazards Notes/Mitigation

B4. Fuel Conditions Consider fuel conditions ahead of the fire and rank this element low,

moderate, or high.

Evaluate fuel conditions that exhibit high ROS and intensity for your area, such as those caused by invasive species or insect/disease outbreaks;

continuity of fuels; low fuel moisture

L M H

B5. Fire Behavior Evaluate the current fire behavior and rank this element low,

moderate, or high.

Considerations: intensity; rates of spread; crowning; profuse or long-range

spotting.

L M H

B6. Potential Fire Growth Evaluate the potential fire growth, and rank this element low,

moderate, or high.

Considerations: Potential exists for extreme fire behavior (fuel moisture, continuity, winds, etc.); weather forecast indicating no significant relief or

worsening conditions; resistance to control.

L M H

Probability Notes/Mitigation

B7. Time of Season Evaluate the potential for a long-duration fire and rank this element

low, moderate, or high.

Considerations: time remaining until a season ending event.

L M H

B8. Barriers to Fire Spread If many natural and/or human-made barriers are present and limiting

fire spread, rank this element low. If some barriers are present and

limiting fire spread, rank this element moderate. If no barriers are

present, rank this element high.

L M H

B9. Seasonal Severity Evaluate fire danger indices and rank this element low/moderate,

high, or very high/extreme.

Considerations: energy release component (ERC); drought status; live and

dead fuel moistures; fire danger indices; adjective fire danger rating; preparedness level.

L/

M

H VH

/E

Enter the number of items circled for each column.

Relative Risk Rating (circle one):

Low Majority of items are “Low”, with a few items rated as “Moderate” and/or “High”.

Moderate Majority of items are “Moderate”, with a few items rated as “Low” and/or “High”.

High Majority of items are “High”; A few items may be rated as “”Low” or “Moderate”.


Part C: Organization

Relative Risk Rating (From Part B)

Circle the Relative Risk Rating (from Part B). L M H

Implementation Difficulty Notes/Mitigation

C1. Potential Fire Duration Evaluate the estimated length of time that the fire may continue to

burn if no action is taken and amount of season remaining. Rank this

element low, moderate, or high. Note: This will vary by geographic area.

N/A L M H

C2. Incident Strategies (Course of Action) Evaluate the level of firefighter and aviation exposure required to

successfully meet the current strategy and implement the course of

action. Rank this element as low, moderate, or high.

Considerations: Availability of resources; likelihood that those resources

will be effective; exposure of firefighters; reliance on aircraft to accomplish

objectives; trigger points clear and defined.

N/A L M H

C3. Functional Concerns Evaluate the need to increase organizational structure to adequately

and safely manage the incident, and rank this element low (adequate),

moderate (some additional support needed), or high (current capability

inadequate).

Considerations: Incident management functions (logistics, finance,

operations, information, planning, safety, and/or specialized personnel/equipment) are inadequate and needed; access to EMS support,

heavy commitment of local resources to logistical support; ability of local

businesses to sustain logistical support; substantial air operation which is not properly staffed; worked multiple operational periods without achieving

initial objectives; incident personnel overextended mentally and/or

physically; Incident Action Plans, briefings, etc. missing or poorly prepared; performance of firefighting resources affected by cumulative

fatigue; and ineffective communications.

N/A L M H

Socio/Political Concerns Notes/Mitigation

C4. Objective Concerns Evaluate the complexity of the incident objectives and rank this

element low, moderate, or high.

Considerations: clarity; ability of current organization to accomplish;

disagreement among cooperators; tactical/operational restrictions; complex

objectives involving multiple focuses; objectives influenced by serious accidents or fatalities.

N/A L M H

C5. External Influences Evaluate the effect external influences will have on how the fire is

managed and rank this element low, moderate, or high.

Considerations: limited local resources available for initial attack;

increasing media involvement, social/print/television media interest;

controversial fire policy; threat to safety of visitors from fire and related operations; restrictions and/or closures in effect or being considered; pre-

existing controversies/ relationships; smoke management problems;

sensitive political concerns/interests.

N/A L M H

C6. Ownership Concerns Evaluate the effect ownership/jurisdiction will have on how the fire is

managed and rank this element low, moderate, or high.

Considerations: disagreements over policy, responsibility, and/or

management response; fire burning or threatening more than one

jurisdiction; potential for unified command; different or conflicting

management objectives; potential for claims (damages); disputes over suppression responsibility.

N/A L M H

Enter the number of items circled for each column.


Part C: Organization (continued)

Recommended Organization (circle one):

Type 5 Majority of items rated as “N/A”; a few items may be rated in other categories.

Type 4 Majority of items rated as “Low”, with some items rated as “N/A”, and a few items rated as “Moderate” or “High”.

Type 3 Majority of items rated as “Moderate”, with a few items rated in other categories.

Type 2 Majority of items rated as “Moderate”, with a few items rated as “High”.

Type 1 Majority of items rated as “High”; a few items may be rated in other categories.

Rationale: Use this section to document the incident management organization for the fire. If the incident management organization is different than the

Wildland Fire Risk and Complexity Assessment recommends, document why an alternative organization was selected. Use the

“Notes/Mitigation” column to address mitigation actions for a specific element, and include these mitigations in the rationale.

Name of Incident: Unit(s):

Date/Time: Signature of Preparer:


Indicators of Incident Complexity

Common indicators may include the area (location) involved; threat to life, environment and property; political sensitivity,

organizational complexity, jurisdictional boundaries, values at risk, and weather. Most indicators are common to all incidents,

but some may be unique to a particular type of incident. The following are common contributing indicators for each of the five

complexity types.

TYPE 5 INCIDENT COMPLEXITY INDICATORS

General Indicators Span of Control Indicators

Incident is typically terminated or concluded (objective met) within a short

time once resources arrive on scene

For incidents managed for resource objectives, minimal staffing/oversight

is required

One to five single resources may be needed

Formal Incident Planning Process not needed

Written Incident Action Plan (IAP) not needed

Minimal effects to population immediately surrounding the incident

Critical Infrastructure, or Key Resources, not adversely affected

Incident Commander (IC) position filled

Single resources are directly supervised by the IC

Command Staff or General Staff positions not

needed to reduce workload or span of control



Incident objectives are typically met within one operational period once

resources arrive on scene, but resources may remain on scene for

multiple operational periods

Multiple resources (over 6) may be needed

Resources may require limited logistical support

Formal Incident Planning Process not needed

Written Incident Action Plan (IAP) not needed

Limited effects to population surrounding incident

Critical Infrastructure or Key Resources may be adversely affected, but

mitigation measures are uncomplicated and can be implemented within

one Operational Period

Elected and appointed governing officials, stakeholder groups, and political

organizations require little or no interaction

IC role filled

Resources either directly supervised by the IC or

supervised through an ICS Leader position

Task Forces or Strike Teams may be used to

reduce span of control to an acceptable level

Command Staff positions may be filled to reduce

workload or span of control

General Staff position(s) may be filled to reduce




Incident typically extends into multiple operational periods

Incident objectives usually not met within the first or second operational

period

Resources may need to remain at scene for multiple operational periods,

requiring logistical support

Numerous kinds and types of resources may be required

Formal Incident Planning Process is initiated and followed

Written Incident Action Plan (IAP) needed for each Operational Period

Responders may range up to 200 total personnel

Incident may require an Incident Base to provide support

Population surrounding incident affected

Critical Infrastructure or Key Resources may be adversely affected and

actions to mitigate effects may extend into multiple Operational Periods


organizations require some level of interaction

IC role filled

Numerous resources supervised indirectly through

the establishment and expansion of the

Operations Section and its subordinate

positions

Division Supervisors, Group Supervisors, Task

Forces, and Strike Teams used to reduce span

of control to an acceptable level

Command Staff positions filled to reduce


General Staff position(s) filled to reduce workload

or span of control

ICS functional units may need to be filled to

reduce workload




Incident displays moderate resistance to stabilization or mitigation and will

extend into multiple operational periods covering several days

Incident objectives usually not met within the first several Operational

Periods

Resources may need to remain at scene for up to 7 days and require

complete logistical support

Numerous kinds and types of resources may be required including many

that will trigger a formal demobilization process

Formal Incident Planning Process is initiated and followed


Responders may range from 200 to 500 total

Incident requires an Incident Base and several other ICS facilities to

provide support

Population surrounding general incident area affected

Critical Infrastructure or Key Resources may be adversely affected, or

possibly destroyed, and actions to mitigate effects may extend into

multiple Operational Periods and require considerable coordination


organizations require a moderate level of interaction

IC role filled

Large numbers of resources supervised indirectly

through the expansion of the Operations

Section and its subordinate positions

Branch Director position(s) may be filled for

organizational or span of control purposes



of control

All Command Staff positions filled

All General Staff positions filled

Most ICS functional units filled to reduce

workload



Incident displays high resistance to stabilization or mitigation and will

extend into numerous operational periods covering several days to

several weeks

Incident objectives usually not met within the first several Operational

Periods

Resources may need to remain at scene for up to 14 days, require complete

logistical support, and several possible personnel replacements

Numerous kinds and types of resources may be required, including many

that will trigger a formal demobilization process

DOD assets, or other nontraditional agencies, may be involved in the

response, requiring close coordination and support

Complex aviation operations involving multiple aircraft may be involved

Formal Incident Planning Process is initiated and followed.


Responders may range from 500 to several thousand total

Incident requires an Incident Base and numerous other ICS facilities to

provide support

Population surrounding the region or state where the incident occurred is

affected

Numerous Critical Infrastructure or Key Resources adversely affected or

destroyed. Actions to mitigate effects will extend into multiple

Operational Periods spanning days or weeks and require long-term

planning and considerable coordination


organizations require a high level of interaction

IC role filled

Large numbers of resources supervised indirectly

through the expansion of the Operations

Section and its subordinate positions

Branch Director Position(s) may be filled for

organizational or span of control purposes



of control

All Command Staff positions filled and many

include assistants

All General Staff positions filled and many

include deputy positions

Most or all ICS functional units filled to reduce

workload


ACRONYMS

Acronyms used in this document are as follows:

Acronym Meaning

AAR After Action Review

ABRO Aircraft Base Radio Operator

ADP Automatic Data Processing

AGL above ground level

AOBD Air Operations Branch Director

AREP Agency Representative

ASGS Air Support Group Supervisor

ASM Aerial Supervision Module

ATCO Air Tanker/Fixed Wing Coordinator

ATGS Air Tactical Group Supervisor

BCMG Base/Camp Manager

CAF compressed air foam

CAFS compressed air foam system

CDL Commercial Driver’s License

CLMS Claims Specialist

CMSY Commissary Manager

CO carbon monoxide

COML Communications Unit Leader

COMP Compensation/Claims Unit Leader

COMT Incident Communications Technician

COR Contracting Officer Representative

COST Cost Unit Leader

COTR Contracting Officer’s Technical Representative

CREP Crew Representative

CRWB Crew Boss, Single Resource

CWPP Community Wildfire Protection Plan

DA Density Altitude

DECK Deck Coordinator

156

Acronym Meaning

DIVS Division/Group Supervisor

DMOB Demobilization Unit Leader

DOCL Documentation Unit Leader

DOI Department of the Interior

DOT Department of Transportation

DPRO Display Processor

ENGB Engine Boss, Single Resource

EQPM Equipment Manager

EQTR Equipment Time Recorder

ERFOG Emergency Responder Field Operating Guide

ETA estimated time of arrival

ETD estimated time of departure

FAA Federal Aviation Administration

FACL Facilities Unit Leader

FARSITE Fire Area Simulator

FBAN Fire Behavior Analyst

FDUL Food Unit Leader

FELB Felling Boss, Single Resource

FEMA Federal Emergency Management Agency

FEMO Fire Effects Monitor

FIRB Firing Boss, Single Resource

FFT1 Firefighter Type 1

FFT2 Firefighter Type 2

FL Friction Loss

FOBS Field Observer

FSC1/2 Finance/Administration Section Chief Type 1/2

FSPro Fire Spread Probability

FTA Fire Traffic Area

GACC Geographic Area Coordination Center

GIS Geographic Information System

GISS Geographic Information System Specialist


Acronym Meaning

GSUL Ground Support Unit Leader

GVWR gross vehicle weight rating

H Head

HazMat Hazardous material

HEB1 Helibase Manager Type 1

HEB2 Helibase Manager Type 2

HECM Helicopter Crewmember

HEQB Heavy Equipment Boss, Single Resource

HESM Helispot Manager

HLCO Helicopter Coordinator

HMGB Helicopter Manager, Single Resource

HP horsepower

HRO high reliability organization

HRSP Human Resource Specialist

IAP Incident Action Plan

IARR Interagency Resource Representative

IBA1/2 Incident Business Advisor Type 1/2

IC Incident Commander

ICC Incident Communications Center

ICP Incident Command Post

ICPI Incident Contract Project Inspector

ICS Incident Command System

ICT1/2/3/4/5 Incident Commander

ICT4 Initial Attack Incident Commander Type 4

ICT5 Initial Attack Incident Commander Type 5

IHC Interagency Hotshot Crew

IMET Incident Meteorologist

IMT Incident Management Team

INCM Incident Communications Center Manager

INJR Compensation-For-Injury Specialist

IP Initial point

158

Acronym Meaning

IRIN Infrared Interpreter

IRPG Incident Response Pocket Guide

LCES Lookout(s), Communication(s), Escape(s), and Safety Zone(s)

LOAD Loadmaster

LOFR Liaison Officer

LPG liquefied petroleum gas

LSC1/2 Logistics Section Chief

LTAN Long Term Fire Analyst

MAFFS Modular Airborne Fire Fighting System

MAV Minimum Acceptable Vehicle

MEDL Medical Unit Leader

NFPA National Fire Protection Association

NIMS National Incident Management System

NP Nozzle Pressure

NWCG National Wildfire Coordinating Group

OPBD Operations Branch Director

ORDM Ordering Manager

OSHA Occupational Safety and Health Administration

OWDC Operations and Workforce Development Committee

PARK Parking Tender

PDP Pump Discharge Pressure

PIO1/2 Public Information Officer

PIOF Public Information Officer

PPE personal protective equipment

PROC Procurement Unit Leader

PSC1/2 Planning Section Chief

psi pounds per square inch

PTRC Personnel Time Recorder

R&R rest and recuperation

RADO Radio Operator

RCDM Receiving/Distribution Manager


Acronym Meaning

RERAP Rare Event Risk Assessment Process

RESL Resources Unit Leader

RH relative humidity

RTI radio telephone interconnect

SAFECOM Aviation Safety Communiqué

SCKN Status/Check-in Recorder

SEAT Single Engine Air Tanker

SECM Security Manager

SEMG Single Engine Air Tanker Manager

SITL Situation Unit Leader

SOFR Safety Officer

SOPL Strategic Operational Planner

SPUL Supply Unit Leader

STAM Staging Area Manager

STPS Structure Protection Specialist

STCR Strike Team Leader Crew

STEN Strike Team Leader Engine

STEQ Strike Team Leader Heavy Equipment

SUBD Support Branch Director

SVBD Service Branch Director

T&E threatened and endangered

TBSA Total Body Surface Area

TFLD Task Force Leader

TFR Temporary Flight Restriction

TIME Time Unit Leader

TNSP Incident Training Specialist

TOLC Takeoff and Landing Coordinator

UN United Nations

USFS U.S. Forest Service

VHF-AM Very High Frequency-Amplitude Modulation

VHF-FM Very High Frequency-Frequency Modulation

160

Acronym Meaning

VIPs very important persons

WFDSS Wildland Fire Decision Support System

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